I believe my business career truly took off when I started going on long-distance hikes: first the Kinizsi100, then the GR20 in Corsica (I’ve written about this before, click here). These experiences taught me about planning, perseverance, adaptability, and humility. Since then, I’ve fallen in love with mountains and forests, and whenever I can, I go hiking. These days, I have plenty of time, and ever since Ottó came into my life, daily walks have become a routine.

I’ve been reading up on the topic, curious to see if there’s any research on the impact of walking and spending time in forests on our thinking. And there is 😊 In recent years, more and more studies have examined the benefits of spending time in nature, particularly walking and “forest bathing.”

Researchers at Stanford University found that walking boosts creative inspiration. In four different experiments involving 176 college students and adults, they showed that walking increases creative output by an average of 60% and significantly enhances creative and divergent thinking (the ability to generate a variety of solutions). In one of their experiments, participants were asked to come up with alternative uses for an object, and those who walked came up with far more novel responses. However, walking did not improve tasks that required focused thinking.

So, while you might not want to solve math problems while walking, it’s definitely worth pondering your problems and considering different solutions.

But why is it better to walk in a forest rather than on a treadmill in an air-conditioned gym? There’s a perhaps less well-known term: Shinrin-Yoku, or forest bathing, whose benefits have been increasingly supported by scientific research. This traditional Japanese practice involves immersing oneself in nature and engaging in recreation. The goal is to consciously enjoy the natural environment using all five senses. The Japanese Forestry Service first described the concept in 1982. Shinrin-Yoku means absorbing the forest atmosphere, and numerous studies have documented its positive effects. The list of associated benefits is long:

Positively affects the presence of cancer-fighting proteins

Reduces sympathetic nervous system activity (fight or flight)

But perhaps the most important benefit for someone living a city life, especially if running their own business, is stress relief. Stress that grinds you down, makes it hard to breathe, and silently eats away at your body and soul. Research has shown that forests

And how much time do you need to start feeling these benefits? A research team at the University of Exeter found that spending just two hours a week in a forest significantly improves health and psychological well-being.

So, two hours a week, two hours of walking in the forest.

You can probably find a forest near any city, and you can probably spare two hours a week. I have the Mecsek right here, and luckily, I have two hours every day.

The article was translated from Hungarian to English by ChatGPT. Thank you, ChatGPT, for being here.

The Impact of Forest Walks on Problem Solving

For years, I couldn’t find my footing in my business. I felt I had good ideas, that I was capable, but execution wasn’t my strength. I needed someone by my side. Someone to help me do what I couldn’t. Someone more experienced. Someone more practical. Someone with connections—because, let’s face it, I had none. I feared it would be a struggle if I did it alone. And it was a struggle because I was doing everything by myself.

But who would be the right person to do it with?

A friend? A stranger? And what if they steal my idea or push me out of the company? And what if I didn’t look for a co-owner but an investor instead? With the money, I could hire the right people. But employees just do the job for the paycheck; I needed someone who believed in the company! Someone with an ownership mindset, who wouldn’t leave at the first better offer. It’s not an easy question, especially when you’re not even sure what you want to do. You just feel you want to do something. Finally. Because the way things are now, it’s not working.

Looking back, my biggest problem was that I didn’t really know what I wanted to do. I had no plan for what I wanted to achieve; I just knew I loved the freedom of being an entrepreneur. And I knew I wanted to do something big, something visible that I could be proud of. The rest would work itself out. And it did. One job after another came along. If there was work, I had to do it, so I didn’t chase new work. If there wasn’t, I was a nervous wreck, wondering where the next job would come from. And I did everything that came my way—branding, books, brochures, websites, online administrative systems, events… And as these jobs came and went over the years, so did the people around me. And all the while, I was dissatisfied, feeling that things weren’t going as well as they could—or maybe that they could be much better. And I constantly felt:

What a soul-crushing feeling that was. I was building my company; we were making progress. Every year, we grew a little, got a little better. And yet, that feeling drained my energy. The feeling of not being enough. I wasn’t enough for myself to achieve great things. In this sense of inadequacy, I decided I needed a co-owner. And I got one. Several, in fact. With the first one, we had a falling out over money after just three months. Because there wasn’t any, and it didn’t look like there would be. Three months. Not long. I worked with the second one for a year, and then, when they secured a big job, they decided to do it on their own. They quit, took off. I wasn’t needed. Neither of them needed me. Did they deceive me? Hm. I don’t remember how I felt back then. It was over 20 years ago. But one thing is certain: the feeling was there. The feeling that I wasn’t enough for my business, for my goals. I needed someone. Someone who had what I lacked.

To build a big IT company. To do something significant. It would be great to have someone who has already done this. Then, out of nowhere, after a meeting, the potential partner asked: "Are you looking for an investor?" I hadn’t been, but now I’m reconsidering 🙂 How awesome is that! I believe in life; I believe in paying attention to opportunities that come your way. Finally, someone who sees potential in me, a leader at a big company, managing massive IT projects, based in Budapest, with an extensive network, a real tech nerd, Excel wizard, project manager, and they even want to invest! A distant relative, but we don’t really know each other. This could work. In the end, we didn’t kill each other over the seven years, but we sure drained each other’s energy.

So, what did I want? A co-owner. I envisioned the kind: someone with a network, who would bring in clients. They had one, but didn’t bring any clients. I imagined someone experienced, who had managed large projects. They had experience with big projects, with corporations, where if an extra person, tool, or any resource was needed, a managerial decision, a set deadline, and some allocated funds solved the problem. Well, in a 10-person company, these experiences mean something entirely different. Perhaps even a disadvantage. That’s how I saw it. So, the connections brought nothing, the knowledge couldn’t be utilized, so all that was left was the money. Between signing the investor agreement and receiving the investment, I brought in 5-6 times the amount into the company. So, no connections, no usable experience, and no money were as expected. Back to square one again! What did I want?

And I wasn’t. I got what I wanted. That is, I could let go of the fear of not being enough. It was time to rethink things. Yes, I was afraid. Afraid that I wasn’t enough alone. I wanted someone. And I got someone. What was in the investor agreement again? I’d give equity for a certain amount of money. I gave away half the company, and the company got money. I wasn’t alone. For the next seven years, I brought in the revenue, built the team, and laid the foundation for Games for Business. I did my job. I had no time or opportunity to wonder if I was enough. All this during the middle of a crisis, around 2010. I wasn’t enough. In fact, I’d say we were too much. Too much for me was the daily struggle with my investor. It was too much for him too. I didn’t want a partner anymore. I wanted peace. I didn’t want to have to explain why I did what I did. I just wanted to do my job. We parted ways. Peace followed. I’ve come to understand how much I learned from him. He even brought work, good work. In the end, I got what I thought I would get.

I’m grateful for those seven years. Now I know I got everything I wanted from him. Even though we weren’t partners anymore. I think I was right. You can’t do it alone. Maybe only in the rarest of cases. Because somehow, in some form, we always do our business with others. The key is who you do it with, why, and in what form…

It’s worth thinking about what we really want. What we’re aiming for, what we specifically want to achieve (see the previous article: Everyone Struggles on Their Own Level). Maybe that’s the foundation of it all. Of course, you can also seek a partner and start a business without knowing it. You can experiment, discover things, be spontaneous. In some ways, I was too. And I paid the price 🙂 in money, time, and stress. Even in recent years, I’ve been constantly experimenting, trying to figure out how to realize my ideas, how to find partners for them, and in what form the collaboration can work well... But the first step is always knowing what I want.

So, if you already know what you want, if you see how your company brings you closer to it, if you know your qualitative and quantitative goals and even know when you want to achieve them, you might still feel like you’re not enough! In fact, that feeling often comes at this point. But before you believe it about yourself, it’s worth running through a few more questions:

What will be the key to your company’s success?

Usually, there’s one thing in a company that makes clients choose you. One important characteristic that is the decisive factor in most successful negotiations. And it’s not the price or the excellence of the product. How often do you see someone else getting the job despite a weaker product or a higher price?

- What do you think will make your company successful?

- What will be the main value you provide to your clients?

What does your company need to operate successfully?

I know, I know, a thousand things. But the point is, do you understand what the 3-4 key elements are that will make you successful? Is a good kitchen or a good location more important for a restaurant? Does a restaurant need an outstanding kitchen if it’s in an outstanding location? Do you need connections if you’re building an online store? So, what’s your situation?

- What are the 3-4 things that can make you successful, that are critical for you? Knowledge, connections, tools, money.

- What do you already have? And if you have nothing but the idea, why would you be necessary for its realization?

Where will you get what’s missing for success?

No, no. You don’t need a co-owner right away… Consider whether what’s missing will be needed constantly? Or just occasionally? And do you think the same thing will be needed in 2 years as today as the company grows? That’s why it’s good to envision that 3-5 year plan. It’s a pain if you bring someone into the company today who won’t be able to help tomorrow. Then they’ll just be a burden, someone you’ll have to negotiate with…

If you’re not co-owners, how else can you bring in what’s missing? There are a ton of options based on risk-sharing. The question here is, how much are you willing and able to risk to achieve your desires? So, the missing knowledge or capability can be obtained from

+ and if you put in the time, you can learn it yourself

++ and maybe you could do it, but you’re just afraid, you don’t believe in yourself…

The eternal question: is it good to go into business with a friend or relative? It can be. Because you already have a foundation of trust (see my previous article: 5 Reasons Why Family Businesses Are Great). BUT! But the important question is whether you’ll be able to distinguish between when you’re talking as friends and when as business partners. Friends or relatives can start a company, but in the company, don’t work together as friends or relatives, but as colleagues. If you can do this, it can work. If not, the roles get mixed up, the problems get mixed up, the feelings and decisions get mixed up… And in the end, you won’t know if you’re resolving a friendly argument or a business problem.

It’s an exciting and important question…

…who you do your business with and under what circumstances. Finding a partner in the business world is just as exciting as choosing a life partner. It matters who you move in with, who has the keys to your place, who you have to discuss the color of the wallpaper with. And in the business environment, just like in choosing a life partner, it all starts with you. Do you know yourself, are you aware of your desires, and do you see your fears?

Give yourself time to understand yourself. Whatever you find within, it’s already there.

Can't Do It Alone

I often think about what well-being and prosperity mean in the context of entrepreneurship. What do we need—how much and what kind—to be well within our own company? And how is well-being connected to prosperity? How do we get there, and do we even know where "there" is?

Around 2013-14, when I wasn’t doing well in my company and couldn’t find solutions to my problems, I tried to talk to leaders of companies who, in my view, were significantly ahead of me. During one such conversation with a company leader in his Buda office, I asked him a few pressing questions that I couldn’t resolve. The guy just smiled and said:

Since then, I’ve overcome a few things; a good 10 years have passed. My company has reached the international market, we’ve become visible, and we’re successful in our niche. I achieved what I wanted; my to-do list was fulfilled, and a dream came true. And somehow, life has brought me to a point where company leaders now seek me out to discuss their problems and questions. As I talk with these leaders and entrepreneurs, a question has started to nag at me: What causes their discomfort? What caused mine? What changed in me around 2013-14? How did I manage to achieve my goals then? What’s the common thread in my story and theirs? These companies are all different—different sizes, stages of development. The leaders, like their companies, are all different. Young, old, beginners, experienced, men, and women. Some are playing it small, others very big, yet they share something in common.

They have stress, problems, things they’re stuck on. They’re trapped in a situation and can’t see a way out, and they’ve reached a point where they’re willing and eager to talk about it. They’re searching for solutions. But what does it really mean to not be well? Is it about not finding the right employees? Or not having enough revenue? Or struggling to finance the company?

Of course, these aren’t simple issues, but they’ll always be there. Some people aren’t well-suited to handle the uncertainties of entrepreneurship, and maybe entrepreneurship isn’t for everyone. But if you’ve embarked on this path not because you were forced but because you wanted to create something according to your vision, then you have the openness, the desire to make it happen.

But do you know why you’re running your company?

This is usually where I start my conversations. What do you want? You, as a person. What do you desire, what makes you tingle when you imagine it with your eyes closed? And if you know what you want, what excites you, what gets you out of bed in the morning, can you say how your company helps you achieve that? How does it bring you closer?

Is that all? Is your company really just about making money? It can be, and that’s fine. If your company gives you nothing but money, and that money allows you to spend your free time on your hobbies or with your loved ones, then great. But if that’s all it gives, the challenges can quickly drain you. Just like an employee who comes to hate their job when they’re only working for the paycheck. In such cases, we try to do the minimum required to get paid.

Inside and out. So, this generally only works if there are few problems. And it doesn’t matter how much money the business generates or how high your salary is. You can quickly come to hate troublesome revenue, no matter how much money is involved... So, what does your company give you? What inner desire of yours finds expression in your business? It’s a tough question, hard to confront, but it’s good to be aware of. Because somewhere, this is the main driving force, something worth checking in on regularly: Am I getting this thing? If you know what you want, if you know how your business life supports you in this, the next question is:

Where do you want to go? If you don’t know this, how do you know you’re heading in the right direction? And more importantly, how do you know when you’ve arrived? Could you rush past your goal because you didn’t know what it was? Can you march on for years without tension or frustration, not knowing when you’ll arrive? I think that only leads to exhaustion and burnout. A friend once told me about their military training: They set out at night with full gear, not knowing where they were going. They didn’t know when it would end; they just kept going. It was much more exhausting than when they knew they had a 30-kilometer march ahead. The same can happen in business. It’s much easier if we know how long we need to push through 12-hour days than if we just plow through endless soul-sucking weekdays. And then there’s the question:

How much money do you want to make? That’s what a business is for—to generate money. That’s why you’re not running a nonprofit, a foundation, or doing volunteer work. A business exists to make money. But how much? A lot? Enough? Whatever the amount, how much? And where are you now? If you don’t know how much you want, how will you know if you’re successful? Because you feel that way? That’s deceptive... If things are going well, you’ll feel great, like you have enough! No matter how much “enough” is. If you’re in a bad mood, if a crisis like COVID hits, if everyone tells you to be afraid, that feeling will grow that you don’t have enough.

And it doesn’t matter how much you have!

So it’s worth figuring out what you want and how much of it you want. Because that’s necessary to know where you’re heading. Where you want to arrive. And you know what? It’s okay if you don’t know yet—just know that it’s worth knowing. If you don’t have an honest answer yet, that’s fine. If the question is nagging at you, the answer will come. Be aware of it, because it can be an incredibly clear and understandable guide in your entrepreneurial life. It helps you understand what well-being means to you as an entrepreneur. What good life means to you.

Hard work? The law of attraction? Is it enough to imagine your well-being and then attract it? Maybe, try it out and let me know if it works. A roast pigeon could fly in through the window; I believe that can happen. Leave the window open, so you don’t have to replace the glass afterward, and wait. Don’t like waiting? Then do something! This way, you increase the likelihood of achieving what you know you want to achieve. Will it work? Who knows? We don’t know what will happen, but we can know what we want to happen. So know, and work for it!

If you’ve imagined the state you want to reach, when do you think you could realistically get there? Immediately? Well, then I understand why you’re stressed :D Give yourself a bit more time; otherwise, the pressure will be too great, and that can either help or hurt. It helped me; it pushed me a lot, but it wasn’t necessarily good for those around me. And I paid the price... So, when do you want to achieve it? Maybe in 3 or 5 years? Let’s say 3. Write down the goals you want to achieve in 3 years!

What should your annual revenue be? What should your profit be? How many clients will pay you this? Who are these clients? How many employees will you have? It doesn’t matter what these criteria are—the question is, what’s important to you in your business. Once you have that, write down where you stand today with these things. This is Year 0, the base you’ll build on. From here, it’s simple—just fill in Years 1 and 2, and you’ve got the main arc of your plan.

I once had a great conversation with a company leader who envisioned building a billion-forint company from services in 5 years. When we put together the spreadsheet and I started asking him how he envisioned the process and where the money would come from, he let go of the plan and significantly reduced the numbers. Is that a problem? No. If you can’t envision the process, you can still reach your goal; the question is how actively you can participate in it and how much will depend on your luck and external factors. Is there a problem with doing it without a plan? Not for me; is there for you? If there is, make a plan; if not, enjoy the process and see what happens...

But are you aware of these things? Have you ever said these things to yourself? Have you taken the time to consciously address these fundamental questions, or did you just get swept along in your business life, hoping things would work out somehow?

If not, then it’s easy for your company to head in a direction you don’t want. It doesn’t serve your desires; it just generates money. A lot, or a little. It matters, but if you no longer love it, if you only see the problems, it will slowly drain the life out of you. And you won’t understand why you’re exhausted.

On the other hand, even if you’ve thought these things through, it doesn’t guarantee everything will go smoothly. But if you have, you’ll be able to prepare consciously for the process, create plans, and check them periodically to see if you’re

 still on track. Whether your company is heading where you want to go.

be clear about what you, as a person, desire

consider what your company can contribute to this

then imagine what your quantitative and qualitative goals are

then write down where you stand with these today

finally, imagine how you’ll get from the present to your envisioned future in the time you’ve imagined

This is the foundation for turning your dream into a tangible goal, for which you can plan a path. Because you might need a plan. Not to cling to it tooth and nail, but to know what you’re deviating from.

But I’ll write more about that later...

Everyone Struggles at Their Own Level

We do so many things we don’t like for the sake of the few things we do. I often hear this: we tolerate 80% of things just to enjoy the remaining 20% that we love. Is the famous Pareto principle, the 80:20 rule, true for our lives? Or is it just another paradigm that sometimes helps us accept things and sometimes gives us an excuse not to act? And if it’s not true, can we flip that ratio? Or could it be 100% good?

I think this 80:20 rule is just another fixation, and sure, you can accept it if you want, but I don’t want to. I think it conditions us to

The Pareto principle, also known as the 80:20 rule, is named after Vilfredo Pareto, an Italian economist who observed in the late 19th century that 80% of the land in Italy was owned by 20% of the population (what a nice ratio… I wonder what it’s like today?). The theory suggests that in most cases, 80% of the results come from 20% of the causes. This principle has since become widely applied in economics and management because it helps identify key areas to focus on for maximum efficiency.

We can apply the Pareto principle to many areas of our daily lives. For example, at work, theoretically, 20% of the tasks we complete bring 80% of our success—if we can recognize which 20%. Or in our free time, 20% of our activities bring us 80% of our joy. This approach can help us focus more on what truly matters and avoid wasting time and energy on less important things. Applying this principle can also help reduce stress by setting priorities, which in turn helps us decide what to do. This makes it easier to sort through our tasks.

Focusing on the most important activities allows us to manage our time and energy better, reducing tension, stress, and the risk of burnout. That’s how I felt during the first three years of Games for Business when I was managing a small team and was responsible for the company’s finances, sales, marketing, creative concepts, and, of course, key clients. It’s impossible to do it all, so you have to decide what’s important, accepting that there will be skeletons in the closet...

Entrepreneurship is tough—it’s tough for everyone. You take risks, take out loans, work 12-14 hours a day, your employee slacks off, and then leaves for a better offer even though you taught them the trade. But that’s how it is. 80% of things suck, but there’s that remaining 20% that’s good. Maybe it will be worth it. Perhaps... And besides, everyone’s in the same boat. It’s part of our culture too. Isn’t that what our religion taught us? There might be suffering, insults, lies, but let’s rejoice because abundance will be our reward in the afterlife... Things will be better later.

But I don’t want to spend my life struggling just so things can be good in heaven. I don’t want to accept that 80% of life is tough, and you just have to push through it to enjoy the remaining 20%.

I accept that there are tough parts of life.

Because yes, not everything is as I want it to be. BUT! But why can’t that ratio be reversed? Or you know what? Maybe it can’t be reversed, but I want to strive for that. Because I have this idea—and maybe it’s just a romantic notion—that 80% of life could be that awesome thing where you wake up and say, “THIS IS IT, this is great!”

So, do we need that 80% to be 100%? Not necessarily. Because it might not be worth it :) This reminds me of software product development, which we did for years before Games for Business. You can create an 80% good product without much trouble. A 90% good product is already challenging, but achievable. However, refining and perfecting it becomes increasingly difficult. I’ve experienced that developing beyond 90%... well, each additional percentage point becomes a blood, sweat, and tears effort. Creating a 100% perfect product isn’t impossible, but those last few percentage points... it might be that what you gain from them isn’t worth the energy you have to invest.

Maybe that’s the secret to a happy life too. Finding that balance where you reach a level of perfection that no longer requires you to make things better because you understand that the energy for improvement takes more than you get in return. And at that point, you can let go of the pursuit of better. Because what you have will be more than good enough. It will be the best good, even if it’s not 100%.

There’s something thrilling about being able to stand—and not just stand, but move forward—on this very thin line, this tightrope in life...

And maybe it doesn’t matter whether it’s 20, 60, 80, or 90% good—the important thing is that the ratio feels right for you, that it’s not a compromise or mere endurance, but a good that truly is good enough.

Raised to Endure

What about? Let’s talk about your business, your challenges, those nagging, sometimes incomprehensible, or seemingly unsolvable problems! What’s not working, and what you could do to make it work. And, most importantly, why you’re doing what you’re doing in the first place.

Every day, I take 1.5-2 hour walks with my dog, Ottó, in the woods. These walks provide an incredible space and time for thinking. It’s during these walks that things often come together in my mind, leading to new ideas 😊 The latest one being:

I’d love to occasionally walk with someone new and have a conversation along the way.

Let’s talk about the things that matter to you, the things you haven’t found a solution for, and where you think I could be a good partner or company. For me, this is an experiment—I’m interested in meeting interesting people, learning about interesting businesses, and exploring interesting problems.

Why a walk, and why the woods? Because it helps you disconnect, it helps you relax, and it fosters creative solutions. I’ve written more about this—click here.

If this opportunity speaks to you, if you’d like to join, if you want to share a bit about your business, reach out to me. You can find me on Facebook, LinkedIn, or you can message me here on the website (just click on the thought bubble icon at the top right). Let’s see how a conversation, a long walk, a few steps together, can bring you closer to your solution. Your own solution.

I can dedicate one day a week to this—Wednesday mornings.

I usually start walking between 6:00 and 7:30 AM, but we can finalize the time.

We’ll agree on the location, but it will generally be somewhere in the Mecsek, on a popular trail.

The walk will be about 120 minutes and roughly 7-8 km.

I walk in the rain too, but that’s up to you :)

If you’d like to come, message me and let me know what business topics you’d like to discuss, and we’ll work out the rest.

Come Walk with Me! Let’s Chat…

Have you ever done something that everyone around you unanimously said, "No, don't be foolish!"? An incomprehensible decision in your life, career, or business? Something that is different...

I think I’m put together in a very peculiar way. And I don’t even know what I would prefer: to say that people, in general, are put together in strange ways, because then I’d know we are all like this... Or to think that I’m the one who’s different, and the others are not, because then I could feel special. Special, in my own peculiar way.

How true is it for us, humans, that we want to belong somewhere while also wanting to stand out, to be different? Because nowadays, normality is boring. But how can we stand out if we don’t belong somewhere? After all, you can only stand out from somewhere. And if you’ve stood out, do you still belong somewhere? What kind of standing out is it that doesn’t elevate you so much that you no longer belong where you stood out from? And if you’ve stood out, does that mean you belong to those who have also stood out, so you’re like them? But if you wanted to stand out, did it, but then you’re like the others who stood out, and you truly want to stand out, how far do you have to rise to be so outstanding that there’s no one around you anymore because you’re so different, so special?

And what will be there? Loneliness? Emptiness?

For me, belonging somewhere is a fundamental need. I long to belong somewhere. To a partner. To a family. To friends. The feeling of belonging gives a sense of security, good self-esteem. Isn’t it great when in your favorite café they know exactly how you like your coffee? You feel like it’s your place. Maybe this doesn’t need much explanation, the feeling is there within us, the warmth, the relaxation, perhaps even a little smile appeared while reading this, as that inexplicable soft warmth passed through us. It’s good to belong somewhere. It’s good because then I’m not alone. Yet this feeling can come so brutally. Just out of nowhere. After a conversation where you weren’t heard. When no one says hello back. When they call you stupid for what you bought, who you voted for, how you dress, your hair, and basically everything else... at that moment, they take away a tiny piece of your belonging. And those who say it together know they belong together. You freeze, you die a little, you want to run away. Do you run? Hmm. Maybe. Or you go back among them. To where you were hardly anyone, and you try again. Maybe you buy a different car if you can afford it. If you really want to be with the others, maybe along with the car you’ll have some debt and a few tough years. But maybe then they’ll say, "You’re cool, buddy." So, maybe you’re kind of there, kind of not, but you’re happy enough if they’re not picking on you. Maybe you’ll even pick on someone else, and if you’re lucky, the others will pick on that person with you. You’ve arrived. This was how it was in kindergarten too. But you’re over 40. You don’t want to stand out, that’s not good, that’s visible.

Am I different? I like doing things differently. I think that’s another fundamental need of mine. Maybe I think differently, maybe I see opportunities in different things, maybe I make different decisions in my life. Because I want to do something that not many others do, or only a few. I’m not interested in traditional, risk-free business ideas. I seek the new. I love discovering possibilities, and I try to exploit these new opportunities. I like doing everything differently. Saying things that others don’t even want to admit to themselves. Making people think. What’s with this big desire to be different? What does it give me? I understand what belonging gives, but this desire to be different?

Of course, I do. If I didn’t, could I expect to be seen? This is perhaps one of the foundations of belonging. Isn’t it? Since ancient times, women have been painting themselves, and nowadays men are doing it again too. We love nice clothes, or fancy cars, or a good bag. Anything that, when seen, somehow draws attention to us. Maybe that’s how I know, we know, that we exist, that we’re here. Do I want to be recognized, talked about, respected when people see me, my work? Of course, I do. It feels good when they say, "You’re clever, smart, talented." When they go, "Wow, you did that so well." "Let’s talk!" "Can I call you?" "Will you help?" Is that weird?

Validation of my existence within the community. It strengthens my self-esteem, my self-worth grows. My relationships expand, my network develops (so standing out strengthens my position in the community). This opens up career opportunities, gives knowledge, and maybe leads to a sense of inner satisfaction. And this feeling somehow contributes to the improvement of my overall quality of life.

Hmm. Not always. Maybe the best kind of standing out is when you’re like the others, just a little better at something. Just a little. Better. And only in something. Let that little something be something that those from whom you want to stand out can understand. Because if they don’t understand, then you’re not just a little better, you’re simply an idiot. Sometimes a little, sometimes a lot.

Well, that’s the question! Of course, it matters, because maybe the desire to belong somewhere is a much more ancient need than the desire to stand out. Although even the alpha male had to be different from the others, otherwise, he couldn’t have been the alpha. But the alpha also had to be an alpha somewhere. So it might be safe to say that the desire to belong somewhere is stronger, if not more ancient, than the desire to stand out. It’s better to be somewhere not standing out than to be nowhere because there you can’t stand out either.

What if you’re so different that they don’t understand you and therefore criticize you? After all, if someone doesn’t understand something, to protect their self-esteem, the solution is that you’re the fool, not them. Does that hurt? It does. Does it influence your decisions? Will you do something else? Will you stick with your idea? What will be the outcome? When will you be proven right? When you manage to do it and become successful?

Now, that’s a cool thing to try! There’s less of that. Let’s assume you tried and failed. Then you’re certainly a fool because the others told you in advance. Don’t do it! But you didn’t listen to the good advice, the smarter ones. It’s hard to come back from that. But what if you did it? You’re successful. That justifies it. You were bold, a genius! History is written by the winners. If they think the Earth is flat, then it’s flat.

You’re successful. You fought to be different, not like the others. Better at something. And then comes the big sentence: “It was easy for you.” Hmm. What? And you just sit there quietly, drinking your beer. Success aside, being better at something aside. Somewhere you realize it’s not all about that.

To be like others? To be different? Can you be different, and if so, how much? How can you belong somewhere if you’re different? I don’t know, I have no answer, I’m just floating in this right now. I could write the clichés, like choose yourself, you won’t regret it, and similar wisdom. A cliché? Of course, it is, still choose yourself, because that’s really the essence, but you might regret it 😊 Because if your sense of belonging pulls you to a place where those who are already there don’t want to understand you, just figure out what’s wrong with you, then this is going to be a tough ride. And maybe they don’t want to hurt you either, they just want to belong somewhere, or they just don’t understand the whole thing. And maybe we don’t have time for questions, for understanding, for each other.

I have no answer. Maybe we just need to understand that "our differences are the same."

Should I be like others or different?

A friend called me today, saying he’d been thinking about what I should do to get my business up and running. How to speed things up. He shared his ideas, and I explained that I understood, but I was thinking differently... Then he said, "Balázs, I’m sure you’ll make it work this way too."

But it’s not the same if it takes longer! ... Hm. I get it. So, it’s about time again.

This conversation reminded me of a story:

Back in the early ’90s, when I ended up in Pécs during my early university years, I somehow wound up at a Zepter presentation. I don’t remember who suggested we go, but I do remember there was food at the end. Those were lean years, and we appreciated any such opportunity.

I remember that occasion well because, at the end, I won the grand prize—a stainless steel tray. Even my friend who worked in hospitality praised how nice it was. But back to the point. At this event, they also introduced a pressure cooker. The expert presenter, to illustrate the capabilities of the device, said: "You can make pork knuckle stew in 30 minutes."

My mom used to take a good 3 hours to make it when I was a kid. That’s impressive. But what would a stew cooked in 30 minutes taste like? It’s probably tender. But what about the flavors? Can the flavors, the elements that make it so delicious, that make you want to soak up every last drop from your plate, really develop in such a short time? The kind of stew that makes your fingers stick together like you’ve been playing with resin?

I looked it up online. The principle of a pressure cooker is that it seals the pot, increasing the internal pressure. This allows the water’s boiling point to rise above 100°C, even up to 120-130°C. This high temperature speeds up the cooking process, making the meat tender faster. And while the flavors come together quickly, the aromas don’t develop as deeply as they do during longer cooking. In contrast, when meat dishes are cooked over an open flame for a long time, the flavors of the meat and the added spices and vegetables meld together, resulting in rich, deep tastes. The meat fibers also break down beautifully, giving the dish a special, tender texture.

So, should we get a pressure cooker because the food will be ready in 30 minutes and perhaps use less energy, making it cheaper? And the meat will be tender too. Then everything is okay. Oh, but the flavors aren’t quite like when your mom or grandma made it? Just add some flavor enhancers, a bit stronger spices. And the texture isn’t quite right either? Well, there’s a whole range of marinades and texture enhancers available now.

So, while we optimize our cooking for time, we load it with all sorts of things that don’t belong to get that feeling of "This is it!"

And while we gain 2.5 hours, we lose everything we loved about this process. Being together in the kitchen, chatting, tasting the simmering dish to see if it’s just right. The time spent cooking connected us and kept our food pure, and in turn, kept us pure too.

I wonder, how long has this time-optimized life been influencing our decisions? When did it begin to subtly weave its way into our everyday lives? When did time, and time-based efficiency, become more important than the original goal of the activity?

Can time be so crucial that as we optimize everything we do for time, the pressure we live under becomes not only completely natural but perhaps even necessary for us?

And though the increasing pressure makes us tender quickly, the result is bland and unenjoyable, and to improve it, we reach for additives—whatever works for each of us—hoping to catch a faint hint of grandma’s stew deep in our mouths.

Sure, you can get used to it. People adapt easily. But why should we, if we don’t have to? Because we don’t. And how liberating it is to release the steam...

And going back to the original thought: let’s see what I can cook up in 3 hours, without pressure, instead of just half an hour.

BUT! But it’s not the same if it takes longer! ... Hm. I get it. So, it’s about time again. This conversation reminded me of a story...

Under Pressure

When I started my TikTok channel, I had a long conversation with a friend who is a psychologist. She asked if I was prepared for what was ahead.

She said that by sharing our content, videos, and writings, we become like a canvas (I hope I’m quoting her correctly)... a canvas onto which readers and viewers project their own inner worlds.

After my "I'm Anxious" post, I received a flood of messages, and I think I need to clarify something because something seems to have gone off track.

I understand if anyone reading my post thinks I’ve developed a panic disorder, or I’m having anxiety attacks, or that I’m depressed. Those who know me could tell you if that’s the case.

If you’re curious about what’s really going on with me, give me a call, ask, let’s talk. You’ll get a clearer picture from that. If you’re content with forming an opinion based on the writing alone, that’s fine too—it doesn’t bother me.

Footnote to the "I'm Anxious" Article

For a while now, I’ve felt something stirring inside me, something I can’t quite identify. I remember when I started my event organizing life at the university student office... Whenever an important event was approaching, anxiety would hit me. I felt it in my body. The most common symptom was that I couldn’t breathe properly. I’d try to take a deep, full breath that would fill my lungs, but it just wouldn’t happen. It got stuck somewhere up high. I’d try to yawn or use some technique to take a bigger breath, but it wouldn’t work.

I remember once noticing that one of my legs was shorter than the other. I even limped for a day or two. I seriously freaked out, wondering what the heck was going on. I sat down and tried to figure out what the hell this was. How could one of my legs be shorter than the other? It couldn’t be; that’s impossible. It must be some kind of mental thing... Once I talked myself through it, I stopped limping.

Around 2017, I had a few weeks where my heart was all over the place. I could feel it beating irregularly, sometimes with a hard, strong thump. What the heck? What should I do? Google! I looked up what I could about arrhythmia. Stress! Okay, okay, but what am I stressed about? Ah, in a few weeks, I’ll be giving a presentation in Rome—in English. Great, except I don’t really speak English... But at least I figured it out. This one didn’t go away :) I couldn’t do much about it, so I just cut down on my daily coffee intake and tried to survive until the presentation was over. I managed. My heart has been fine since then.

But now, what the heck is going on? For the past 3-4 weeks, the old "I can’t breathe" feeling has been back with me. What should I do? What could be wrong with me? What can I do about it? A few years ago, I watched a video by Zoltán Cser, a Buddhist teacher. I don’t remember exactly what it was about, but it was something like this: we should try not to fight against these situations, in other words, against ourselves. We should try to get to know this side of ourselves. Invite the demon into our house and sit down for tea with it. Get to know it, and through this understanding, resolution will come.

I get it, I’m trying. I’m not stressing about the fact that I don’t know what I’m stressing about to the point where I can’t breathe. I don’t want to solve it. It’s enough to get to know it. So, let’s get acquainted. How? Let’s bring out the old technique and dissect the situation. What’s bothering me? Let’s assume it’s something I’m anxious about that’s not just in my subconscious. Why? Because if the cause is in my subconscious, I can’t dissect it. Because I can only know it consciously. Even the word suggests that: I know.

If I know, but it doesn’t come to mind immediately, then for some reason, my mind is trying to handle this thing in a way that it doesn’t seem too important, but it actually is. So much so that it’s taking my breath away. Pff. What’s on my mind:

What will happen to my sons? My sons are at that stage of growing up where they’re slowly detaching completely from the family background. Could I be anxious about that? Am I afraid I’ll lose control over them? Am I afraid that if they don’t live the way I’d like them to, then how will they live? Am I afraid that if they’re not successful, happy, recognized, or anything, then it’s my failure? Will I fail as a parent? Can I accept that they live differently than I do, that they find success in something else, whatever that may be? Hm. My mind says: of course! Absolutely! I trust them! Let them live as they wish! Am I sure?

What will happen to my career? It’s been two and a half years since I retired. Since then, I’ve been on a journey of self-discovery, helping others build companies, supporting company leaders, learning, doing all sorts of useful things. But is this a career? Do I have a goal? Can the goal be that I’m searching for my goal? Do I have a plan? Can it be a plan to walk around with an open mind, talk to people, learn to find my goal? Can you make money from this? Can you live off of it? If my investment income is enough, do I need to have work-related income? No. No? I don’t know. Do I need it, or do I just want it? Until I was 47, I needed it. From the age of 18, I supported myself. That’s almost 30 years, and it’s only been a little over 2 years since then. Mentally, I’ve adjusted, but have I accepted it deep down? My mom still always asks: son, do you have a job?

It could be existential anxiety. No matter how pointless, illogical, and even humorously unbelievable it seems to me. In my mind, everything is fine. Fine. And I’ll write it again to be sure: fine. When I think about what could be wrong, the answer is: nothing. But something is, because I absolutely can’t breathe. And if I scratch the surface enough, only these two topics come to mind. Could these be the causes, or one of them? Or is there something else lurking deep inside, choking me from within? I don’t know.

I talk about it. Sometimes with myself, sometimes with my partner, sometimes with my friends. As I talk about it, I feel a little better. It’s almost as if that something, that suppressed thought that’s choking me from within is desperately clinging to something to somehow come to the surface from deep down and, by taking shape in words, break free. So...

I'm Anxious

Salespeople Are Born, Not Made. Or Are They? I’ve always enjoyed selling, though I wouldn’t consider myself a good salesperson. I see myself more as an authentic, reliable guy who pays attention to the problems my partner faces and tries to find solutions. If I have a solution and I’d like to work with the other person, I’ll offer one. If I don’t, I say goodbye. But I don’t want to sell. And as a salesperson, that’s not exactly an advantage. I just want the other person to want to buy from me. Oh, and money isn’t important. (At this point, a few readers probably laughed, but I’ve written about this before, so check it out.)

I’ve been mentoring business leaders for a year and a half now. Sales is always a central topic: Would you do it? Do you know someone who would? How can it be done without having to do it? How can I automate it? I’ve tried, but it’s not working; the whole thing is so awkward!

Somehow, sales isn’t exactly popular. I started thinking about what’s behind this and what could be done about it. Because maybe we can agree that someone has to sell. If the company is small, there aren’t many people to choose from.

So, this isn’t rocket science at first glance: people’s attitude towards sales largely depends on their personality traits and psychological disposition. Of course, what else? For example, for someone like me, who enjoys sales, it’s an exciting, challenging activity, while for many of my mentees, it’s uncomfortable and stressful.

Of course, sales are stressful. But how can it not be?

The first step in this whole process is for us, as business leaders, to recognize our own relationship with sales, and then to think about where it comes from. What could I like about it? What could it give me, what am I afraid of?

Confidence, positive self-esteem, and belief in the product or service we offer significantly contribute to success in sales. I think this is one of the keys to my success: I only offer something I believe in, something I’m convinced will help. That’s why I mentored for free for a year because I didn’t know what value it brought to the other person... Today, I believe I can help, so I charge for it. (So, is money important to me, or not? I’ll write more about this later...)

Sales require direct contact with customers unless you’re running a fully automated system. Even then, you’re still connected with them, just through different channels. What does it take to connect with customers? Well, it helps if you don’t hate people, if you like talking, and if you’re curious. That’s why extroverted people often feel more comfortable in this role, as they naturally communicate and connect with others. Yeah, that sounds good at first, but here I am: I like talking, I connect easily in a group, I’m interested in everything, but... But I don’t like approaching others just like that, I prefer if they come to me. So, I have to do something about this. Maybe I’ll write a blog, and if you like it, you’ll reach out to me...

I’ve read in several places that those who enjoy sales are often motivated by the thrill of success and achieving goals. The desire for competition and rewards can be a strong motivational factor. There might be something to this. I’ve always wanted to have a big company, many employees, and perhaps even more importantly: to be bigger than the company next door. No way that poor guy could be better than me. I’m going to show them. (This sounds pretty intense when I read it now, but I definitely had a phase like this.)

On the other hand, those who don’t like sales often avoid it because of the fear of failure and the desire to avoid uncomfortable situations. I hear this a lot: I’m not going to push anything on anyone, it’s embarrassing if they say no, I’m not going to waste anyone’s time with this, it’s not for me, blah blah blah... I believe you if you say so, it must be true.

Especially for a startup, it’s crucial that at least one of the founders enjoys and is capable of selling. Sales are one of the most important activities in a company’s life, particularly in the early stages. (A good product sells itself... really?). When a new business starts, its first and foremost goal is to generate revenue. Without revenue, there’s no operation, growth, or development. And I don’t think it’s worth relying on investments or grants.

If you’re so good that your sales happen on their own, because why not, sales are still important. Sales activities are not just about generating revenue. The founder who personally handles sales gets direct contact with customers. This gives you the opportunity to deeply understand customers’ needs, problems, and feedback. Such direct experience can help in refining and developing the product or service, as the founder gathers the necessary information firsthand. I remember how important this was to me in the early days of Games for Business. When we developed the first working system, I approached a bunch of potential customers. I didn’t want to sell anything; I just asked for their opinions. And the ideas came in, everyone felt good, we incorporated the ideas, thanked them, and then sold the product afterward.

So, during sales, we can build valuable business relationships. These relationships can be beneficial not only in the short term but also bring significant advantages in the long term. And I’d like to emphasize the word relationship. Not a contract, not a letter of intent, paper, and seal, or a lawyer. Relationship, in the simplest and purest sense of the word. A good relationship with initial customers, suppliers, or even competitors can build a network that forms the foundation for future growth. I still have a good relationship with several competing company leaders, though we’re not competitors anymore 😊 I’ve learned a lot from them, I’ve learned a lot from local business leaders, people in completely different industries. But I’ve also learned a lot from my former neighbor, who was an electrician. Now, he really knew how to connect with his clients. They liked him. I always paid attention when he told stories about his one-man business over a beer, how he handled difficult situations with his clients. Everyone struggles in their own way... My neighbor loved his work, and even if it wasn’t always easy with them, he respected his clients.

From my own experiences, I know that a founder who loves their work, their company’s products, or services, can speak about them authentically and convincingly. This passion is contagious. Just like how vibrations pass from one tuning fork to another – provided they’re on the same frequency, and for that, you need mutual respect. This belief and respect create a connection, increase customers’ trust and commitment, which can lead to stable revenue and growth.

Okay, I believe you. But what happens if none of the founders in the company like or know how to sell (and of course, these are related)? It doesn’t need much explanation; this brings a sense of vulnerability and can pose serious risks to the company. Because if you have little money invested at the start, you can’t really hire a good salesperson. If you don’t like selling, there won’t be more money in the system. If you don’t sell, it’s harder to find investors, so there won’t be money for a salesperson either. No revenue, no grants, especially nowadays.

If you want to hire an external salesperson, they’ll likely start selling according to their interests, not yours. Where will you find someone who doesn’t need a fixed salary and is willing to take a risk to make your company’s product successful without being an owner? Would you do that for someone else? Or would you give them equity until they prove it works in the hope that it will?

If there’s no sales, there’s no customer. If there’s no customer, who’s using your product? If no one, how do you develop it? For yourself? That’s how you’ve done it so far, but if you don’t have customers, how do you know if anyone even needs it?

The world of sales is exciting and full of challenges, and not everyone feels comfortable in this role. Allegedly, people who like selling often have special personality traits that make this activity easier for them. (Really?) On the other hand, there are those who feel less comfortable in sales situations, and this is often due to their personality (Now, that’s for sure!).

But who likes and who doesn’t like selling?

Once, I had a business partner who was an IT guy and an economist. He said it was easy for me. I just spent the whole day drinking coffee with clients. Damn, he was right! So, drink coffee, and the sales will go. Just be able to drink 6-8 cups a day. Otherwise, you’ll have a heart attack. But if you want a big company, with lots of people, lots of clients, it’s coming anyway, so whatever, drink up.

Like so many things, sales are also a matter of approach. Naturally, there are certain skills that are necessary, as I mentioned earlier: relationship-building skills, good communication, good appearance, reliability, credibility, persistence, resilience, optimism, structured thinking, consistency, a good network, relationship-building skills, good communication, good appearance, reliability, credibility... Jesus, this is terrible.

There are many ways to sell. It’s like a role-playing game: you have your stats, your skills, and we look for the strategy that best suits them. But you have to get to the point where you want to find it.

Sales in the Madness of Paradigms

We might not even realize how deeply these so-called universal truths influence our lives and decisions. Our minds are filled with phrases we heard as children, phrases we believed in, and it’s been so long that we no longer even think to question them. Maybe we can’t, because we can’t see beyond our paradigms.

Take this “time is money” idea. From this, we derive that we sell our time, that we ask for money in exchange for our time. An hour, a day, a month. That’s how we get paid, that’s how we work for our clients—based on time.

Here’s my dilemma: our time is finite. So, the amount of money we can earn is also finite. And we know that time just passes on its own, so if time is money, then money also just slips away on its own. Naturally!

Easy come, easy go. (Even this one, fck!)

My mother used to say, “Those who work don’t have time to make money.” And also, “What’s yours is what you’ve worked for.” (Classics) But if I want money, then I have to look for it instead of working? So, I can’t work because then I wouldn’t have time to look for it. But if I’m only looking for money and not working, if I find something, does that mean it can’t be mine?

Back to basics: if time is money and our time is finite, then our money is finite too? How can we have more money if we don’t have more time, especially since we don’t even know how much time we have?

Let’s think further... We need to do something more efficiently! What is efficiency in relation to time? I’d say it’s money/time, as this shows how much money I can make/find/earn in a given unit of time. But if time = money and efficiency = money/time, then efficiency is 1 and constant.

So, it’s set how much money we’ll have, which is the same as the amount of time we have, and no matter what we do, this stays the same—we just don’t know how much time we have. So, we also don’t know how much money we’ll have.

And we’re surprised that so many of us have a “difficult” relationship with time and money when the things we heard as children can be so tangled up deep inside us?

And all of this happens without us even seeing what’s going on inside us.

Time Is Money - We might not even realize how deeply these so-called universal truths influence our lives and decisions. Our minds are filled with phrases we heard as children, phrases we believed in, and it’s been so long that we no longer even think to question them. Maybe we can’t, because we can’t see beyond our paradigms.

Time Is Money - the Blindness of Paradigms

The question of “Do I want more or do I want better?”—that is, the quantity vs. quality debate—often runs alongside another thought: how can I be more efficient? More efficient in business. A sales manager friend once told me a story about how he motivates his team to work more efficiently. His question was: “Can you imagine earning 1,000,000 forints a month? No? Have you ever earned 1,000,000 forints? Yes? How long did it take? Three months? Well, then you can do it; you just need to figure out how to be three times more efficient so you can do it in one month.” Is that all there is to it?

Well, yes, in my first 27 years of being an entrepreneur, I saw, heard, and experienced that the two main dimensions of business efficiency are money and time. That is, if you want to be good, you need to make more and more money in less and less time. (I know, I know... There are, of course, a bunch of other indicators for measuring corporate efficiency, but almost every hard indicator boils down to how you can make more money while spending less and, of course, meeting deadlines!)

Let’s take a closer look at these three things: is money important? Why is time such a difficult issue? And what exactly is efficiency?

It is. Let’s accept that generating money is one of the primary goals of a founder. We can debate it, but starting a business is fundamentally about this: taking risks today to earn more tomorrow than the amount you risked. (If profit-free value creation is your goal, then maybe you should start a foundation, an association, or a social club instead.) But still, when we talk about efficiency, why do we only consider time as a resource?

We always see it differently. My relationship with time has changed interestingly over the years. You could say it’s “complicated,” quite complex and multifaceted, and it reflects my current life situation well. It’s certain that my fears and misconceptions about time have often influenced my daily decisions and overall well-being. “I have time, I’m young. No need to rush! Time is money. The early bird catches the worm. Latecomers only get the scraps. Don’t put off until tomorrow what you can do today. Time is like the ocean. Time works for me...”

Are we afraid of missing out on something? Afraid we won’t get a second chance? Afraid we’ll grow old and won’t be able to do what we can do today? Now, immediately... And yes, our time is finite, and we don’t know when it will run out. So, we do have issues with time, perhaps we take it more seriously than we should.

This question is quite relevant for me as I’m currently figuring out how to dive back into entrepreneurship. I quickly googled it, and based on internet results, efficiency is defined as the ability of an organization or process to achieve its set goals while maximizing the use of available resources and minimizing waste (don’t waste!).

But what should I factor in when planning my operations? How do I see the next 3-4 years? What criteria should I include in my spreadsheet when thinking about the resources on the path to profit? After all, I’ll need to use these resources without wasting them.

The first thing that came to mind besides time is Us. Us, as the leaders of the company. Our belief in our own future is one of our most important resources. For me, belief is what enables me to put on my shoes every morning and keep moving forward. The belief that I will be able to overcome obstacles, recognize opportunities, and believe in my future. If I lose my belief, it doesn’t matter how much time I have because I won’t want to go anywhere. And if I don’t move forward, no matter how much time passes, I’ll remain stuck in life, in business.

Then there are the others—the people around us. My family, my friends. What good are my successes if the people with whom I could share them fade away? No matter how efficiently I reach my goals, if no one who matters to me cares anymore.

And then there are the colleagues who walk this path with us. If I focus on time, on time-based efficiency, and rush ahead, it’s not certain they can keep up. And if they can’t, what happens? I’ll likely have to wait for them, so what was the point of rushing? Or I’ll be alone up ahead, but then what’s the point of having colleagues if we’re not moving together? And if we’re not moving together, how will we know we’re still headed in the same direction? The system gets tense, and I start wasting the very thing that makes all this worthwhile: the fact that I:

Don’t get me wrong: of course, time is important. Money is important. Efficiency is important. But time is just one element of the equation for success and business efficiency... the product that eventually results in our profit, and the divisors used to calculate efficiency, consist of many elements. What elements? Those come from the values, awareness, and life situation of the individual business leader.

It’s worth considering and keeping in mind: if even one of these elements that matters to us suddenly becomes zero... then no matter how good the partial results are, the final result will still be zero.

Time, Money, Efficiency?

Is this even a valid question in this form? I shared my last piece on Facebook and LinkedIn. Surprisingly, it resonated with many people. I was satisfied, happy. Comments and feedback started rolling in. Then I began looking at the numbers—how many likes, comments, how many people clicked through to the blog, what the stats were showing. Wow, this is taking off! What should my next post be? How can I top this? What are others writing about, what does ChatGPT say?

I felt a strange sensation as I realized what I was doing. I was writing about how quality, not quantity, is important in building my business, and then I found myself focusing on the numbers in the very post where I was discussing this. Worse, I started thinking about what I could write to increase those numbers. But I should just be doing what I’ve been doing all along: writing what’s inside me and seeing who it resonates with. But then again, perhaps if my writing impacts many people, that indicates a certain quality. Of course, in some ways, that’s true.

During his lifetime, Van Gogh created over 2,000 works, yet only a handful were sold. Does that detract from their quality? In some ways, yes, because the environment in which he created didn’t recognize his work. I’ve always been intrigued by what makes art truly art, how we define it: Is it the artist’s identity that makes something a work of art? Is it the intention behind the creation that gives it this quality? Can a piece stand on its own as art? Or is it the impact on the viewer that determines its quality?

It’s easy to ask these questions about my own writing. Does a piece become good if it impacts many and receives lots of responses (and if so, do the numbers and stats matter)? Or is a piece already good if it impacts just one person? Does writing impact many because the author has credibility with the masses? I don’t want to get lost in these questions because the very fact that I’m asking them suggests some kind of inner lack.

The Impact of Forest Walks on Problem Solving
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2024. BALAZS VENDLER

All rights reserved.

The Impact of Forest Walks on Problem Solving2024.07.07.

2024. BALAZS VENDLER

All rights reserved.

The Impact of Forest Walks on Problem Solving
2024.07.07.