In 1995, Lynda Weinman, a graphic design teacher with entrepreneurial aspirations, founded the website Lynda.com. Initially, she intended the site as a sandbox for her students to showcase their work using emerging digital tools like Photoshop and Illustrator. However, Lynda soon realized that her website had the potential to be much more.

By 2002, she moved all her teaching online, and Lynda.com eventually evolved into a comprehensive educational platform. Years later, LinkedIn acquired the business for a staggering $1.5 billion, rebranding it as LinkedIn Learning. Lynda’s success story exemplifies the power of counterconventional entrepreneurial mindsets, which defy the norms of big corporate practices.

John Mullins, in his TED Talk, outlines six counterconventional mindsets that have helped entrepreneurs like Lynda Weinman achieve phenomenal success. These mindsets, as Mullins explains, often contradict what is traditionally taught in business schools and what is practiced in large corporations.

1. “Yes, We Can”

The first mindset is what Mullins calls “Yes, We Can.” Traditional business strategies emphasize sticking to core competencies and avoiding ventures outside one’s expertise. However, Mullins argues that successful entrepreneurs often do the opposite. He illustrates this point with the story of Arnold Correia, a Brazilian entrepreneur who built a thriving event management business. When one of his clients requested a satellite uplink to broadcast training sessions to 260 stores across Brazil, Correia, despite knowing nothing about satellite technology, confidently responded, “Yes, we can.” He successfully executed the project, and this willingness to take on new challenges outside his core competencies allowed him to reinvent his business multiple times, eventually attracting big clients like Walmart.

2. “Problem-First, Not Product-First Logic”

Mullins’ second mindset, “Problem-First, Not Product-First Logic,” focuses on solving problems rather than merely improving products. Large companies often obsess over tweaking their existing products, sometimes to the point of trivial changes. For example, detergent brands might change the color of their speckles and market the product as “new and improved,” but Mullins questions whether this truly constitutes innovation. In contrast, entrepreneurs like Jonathan Thorne focus on solving real problems. Thorne developed a surgical forceps tool that addressed a critical issue: traditional forceps often stick to human tissue, which can complicate surgeries. Thorne initially targeted plastic surgeons but later shifted focus to neurosurgeons, who work in highly sensitive areas like the brain and spine. His problem-solving approach led to the development of a successful business that was eventually sold to Stryker.

3. “Think Narrow, Not Broad”

The third mindset, “Think Narrow, Not Broad,” emphasizes the importance of focusing on a specific, narrow target market. While large corporations seek broad markets to maximize impact, successful entrepreneurs often begin by addressing the needs of a small, underserved group. Mullins uses the example of Nike founders Philip Knight and Bill Bowerman, who initially focused on creating specialized running shoes for elite distance runners. By solving the specific problems faced by this narrow market—such as the lack of lateral stability in shoes and the need for lighter footwear—they laid the foundation for what would become a global sportswear giant. Their narrow focus allowed them to master their craft before expanding into other markets.

4. “Ask for the Cash and Ride the Float”

Mullins’ fourth mindset is “Ask for the Cash and Ride the Float,” which highlights the importance of cash flow in entrepreneurial ventures. Unlike large companies that have ample resources, entrepreneurs often need to secure funding upfront. Elon Musk and his team at Tesla exemplified this mindset by selling 100 Tesla Roadsters at $100,000 each before building a single car. This upfront payment provided them with $10 million in cash, which they used to fund the development and production of the Roadsters. This approach has been a cornerstone of Tesla’s business model, as seen when they collected nearly half a billion dollars in deposits from customers eager to purchase the Model 3.

5. “Beg, Borrow, But Please Don’t Steal”

The fifth mindset, “Beg, Borrow, But Please Don’t Steal,” is about leveraging existing resources creatively. Tristram and Rebecca Mayhew, founders of Go Ape, a treetop adventure business in the UK, are prime examples. Instead of investing heavily in land and infrastructure, they partnered with the UK Forestry Commission, which provided the necessary trees and facilities. By borrowing these assets, the Mayhews were able to establish a successful business with minimal upfront investment, eventually expanding to over 30 sites across the UK and beyond.

6. “Don’t Ask for Permission, Just Get on with It”

The final mindset Mullins discusses is “Don’t Ask for Permission, Just Get on with It.” Entrepreneurs often face regulatory hurdles that can stifle innovation. Instead of waiting for approval, successful entrepreneurs like Travis Kalanick and Garrett Camp, founders of Uber, forged ahead with their vision. They launched Uber without seeking permission from regulators, knowing that traditional taxi laws would likely have hindered their progress. While Mullins acknowledges the ethical and legal missteps Uber made along the way, he argues that their willingness to act without seeking permission was crucial to their success.

Conclusion: A Call to Action

Mullins concludes his talk by challenging the audience to reflect on which of these mindsets they already embody and which they can learn. He emphasizes that these counterconventional mindsets are not just theoretical concepts but practical tools that can help entrepreneurs overcome challenges and change the world. Whether you are an aspiring entrepreneur or an established one, adopting these mindsets could be the key to unlocking new opportunities and achieving lasting success.