Admitting When Things Aren’t Perfect

No you’re not perfect but you’re not your mistakes. — Kayne West

We tend to have a hard time admitting when things aren’t going great. When I talk to a founder and I ask them how things are going, the answer is almost inevitably, “Everything’s great.” And then you find out a few months later that they’ve run out of money.

Things usually aren’t great. That’s because startups are usually failing by default. And even when things are going great, there are always one or two things that aren’t. When you’re a founder, those are the things constantly on your mind.

At Y Combinator, Sam Altman once told us that there’s a negative correlation between how well a founder says their startup is doing, and how well it’s actually going.

Why do people lie?

So why do so many people lie about how things are going?

I think it’s a lot like when people ask you how you’re doing and you say you’re doing fine. Even when you’ve had a tough day. Sometimes it’s just not something you have the energy to fill people in on.

You should get over that though.

You should get over it for two reasons. First, when you share your problems and imperfections with people, you open yourself up to the possibility that someone else might be able to help you.

When you share what you’re going through with others, they may be able to help you. This could be by introducing you to people, sharing resources, or helping you see the problem in a new light.

That’s was one of the biggest benefits of doing office hours at Y Combinator. Partners would often give us radically different advice. It sometimes helped us see things in a new way that we wouldn’t have been able to before.

Second, when you open yourself up and share your problems, vulnerabilities, and things that aren’t going well, you are humanizing yourself and creating an opportunity for others to connect with you.

That’s one of the paradoxes of leadership, you can be strong through weakness. Vulnerability can be inspiring.

Give yourself permission to fail

Michelle Wetzler at once wrote a great post about giving yourself permission to fail, in which she says something amazing:

To give yourself permission to fail, you have to untangle your ego from your work. Having your ego tied up in your work is a handicap. You can’t think strategically or take risks when you and your personal well-being are on the line.

I used to (and sometimes still do) romanticize Keen a little too much, thinking of it as my child, a part of myself. I’ve been working hard to untangle this. Not because I plan to care any less about Keen, but because I don’t want my ego & personal fears to get in its way. Keen and Michelle are two different things, or at the very least they are less overlapping than they used to be. If Keen is struggling, it need not mean Michelle is struggling. If Keen is taking a risk, it need not mean my happiness is on the line. It also means checking my ego and admitting (with some difficulty) that even if I fail completely at my job, Keen is going to be just fine. And, that if I fail completely at my job, that I will be just fine. It just means I tried something too difficult for me, or my assumptions were wrong. That’s ok too.

And this is incredibly true for almost every startup. Founders entangle their success with the success of their company. They assume that if people think their company isn’t doing well, that it means they’re not successful as co-founders. They continue thinking that until they go out of business.

Danger ahead?

The biggest danger is that by not talking about the things that are going wrong, I think founders are putting themselves in a mentally dangerous position. They’re alienating themselves from the very people around them who care about them and want to help them the most.

I’m reminded of the tragic story of Diaspora co-founder Ilya Zhitomirskiy who committed suicide at the age of twenty-two. Reports linked pressure related to the startup to his death. His mother said “I strongly believe that if Ilya did not start this project and stayed in school, he would be well and alive today.”

It’s shouldn’t be all that serious. People fail, and that should be alright.

So the next someone asks you how things are going, instead of saying the usual, “Everything is great,” try to take a moment and think about how things are actually going, and then share. You may find that people thank you for it. At the very least, you might thank yourself.

Does Your Startup Need A Growth Hacker

Does every startup need a growth hacker?

Most startups find themselves facing the same problem: they build a product that very few people end up using.

Let’s say that your startup, Startuply has an idea for a new photo-sharing app. You assemble a team and start building it.

At first it’s awful, it’s simply embarrassing. Your team encounters bugs and it takes much longer than you expected. Finally, six months later, you have a product you’re happy releasing.

In the days leading up to your launch, you get more and more excited. You figure that your app has all the features that the mainstream photo-sharing apps are missing — the ability to edit photos on the fly, more filters, Foursquare-integration, and the ability to easily curate and share other people’s photos.

This is going to change everything.

When that day finally comes, you launch and… nothing happens.

Okay that’s a slight understatement. You get a writeup in TechCrunch and several thousand users, but most of them stop using it after a few days. Nothing like the tremendous viral growth you were anticipating.

What do you do? Do you pivot? Are you continuing to release new features? Do you experiment with other marketing channels? Try to target a different demographic?

This is the problem most startups find themselves facing. It what Paul Graham calls the “Trough of Sorrow”:

You know you need to change something, but the question is what? This is a dangerous situation. It’s dangerous because the inclination most startups have is to keep developing and shipping new features.

There’s a feeling that something is missing and once that thing is added, your users really will start to come.

Continuing to ship new features is probably the worst thing you can do at this point.

Why? Because it just compounds what the real problem was in the first place. That you don’t know what’s wrong. Are people not interested in your product? Is your product good, but missing an important feature? Are people just not hearing about your product? Are you targeting the wrong audience?

Most startups that fail don’t know the answer to any of these questions because they were in too much of a rush to release their product in the first place.

A proper growth hacker looks at any decision that is being considered at a company and asks the following question: How will we know if it’s working?

Of all the improvements in technology over the last few decades, I would argue that the one that has had the biggest business impact is the ability to collect data in real-time and make decisions based on that data in real-time. As Tony Haile, CEO of Chartbeat, said at the Mashable Media Summit, people are really bad at making predictions more than a few weeks out.

The ability to get data and respond to it quickly was what revolutionized the car industry when it came to lean manufacturing, and it’s now revolutionizing are products are developed. It baffles me that most companies waste so much time and money blindly releasing new products and features. They don’t know how to measure the impact of what they’re doing and how it affects customers.

Most people want to jump right in because they assume that they’re right and that measuring is a waste of time. The problem is that there are at least a few hundred potential failure points along the way to building a successful product. Maybe users like the way your product looks, but they don’t like the signup process, or the features listed on your homepage are unconvincing.

Let’s say that, at best, the decisions you make at your startup (in both product and marketing) are right 75% of the time — trust me, that’s incredibly optimistic and you’re probably not even close. The problem is that with no feedback system in place, you don’t know which 25% is wrong. (As the old advertising saying goes “I know that half of my advertising dollars are wasted… I just don’t know which half.”)

Growth hacking introduces a system for measuring the effect that startup business decisions have on product usage. Growth hacker can be a position at a startup, or it can be a mindset.

I think that even if you don’t want to hire a full-time growth hacker, you’ll want to train someone at your startup on growth hacking methodologies. This could be your head of engineering or your CEO. Your growth hacker helps ensure your company is actually making progress.

At the end of the day, it’s the only way to get out of the trough of sorrow besides pure luck.

How to Admit You’re Wrong

How to Admit You’re Wrong

Founder Friday Notes

For a while now I’ve been wanting to share more about what it’s like to build a startup and what challenges you face as an entrepreneur. So I’m doing a series of short, candid, quick videos and blog posts – I call itFounder Friday.

If you want to see more of these, share a note in the comments and let me know what you think.

People sometimes get mad at me because I change my mind a lot. I sometimes get mad at myself for doing it.

Chris always reminds me about new ideas: “Well maybe that doesn’t apply to us. It works for them, but maybe we’re different.”

We think of being decisive, stubborn, and steadfast as being a good thing. Often we think of changing your mind as a sign of weakness. But I don’t think that’s necessarily the case. It’s one of those seeming paradoxes.

The reason is: in order to be right, you also need to be willing to be wrong a lot of the time. You need to be able to try a lot of things, and make a lot of mistakes, in order to learn.

Jeff Bezos gave some great advice to 37 Signals a while ago, talking about how the smartest people often changed their minds:

“People who were right a lot of the time were people who often changed their minds. ” — Jeff Bezos

Is this a contradiction?

You want to have strong opinions, but held weakly. You want to have strong ideas, but willing to change your mind if new evidence comes up that might make you change your mind.

The value of action

We need to be able to act on something without all of the information we could possibly have. A lot of people want to collect all the information and know everything before they make a decision.

The problem is we’ll never have enough information.

Colin Powell has a story about making decisions when you have between 30% to 70% of the information you need. You should make a decision when you have somewhere between 30 and 70 percent of the information that you need. Not less and not more.

The idea there is that if you have less than 30% of the data to make a decision, then you’re making it too quickly. If you have more than 70% however, then you’re waiting too long. I know that goes against a bunch of people’s ideas that you should wait to make a thoughtful, well-crafted decision, but there’s a value in action that is incredibly high and hard to quantify.

(Also, keep in mind that the idea of knowing what makes up a perfect 100% of all information you need is also arbitrary.)

Arianna Huffington speaks about this, too. She says (I’m paraphrasing) that we should be a lot more like children, ready and willing to try new things, let go. Children are emotionally volatile — they feel high highs and low lows, and can change it up. They let go of things very quickly, and much of that we can model as adults.

If we want to learn new things, we need to try new things and not be afraid of failure.

Analysis Paralysis, The Paradox of Choice, and Missing Out

We often suffer from analysis paralysis and decision unhappiness, and fear of missing out. We delay decisions because we’re afraid of making the wrong one. Often we don’t make a decision at all.

There’s a study that showed that the more options you gave someone, the less they were able to decide. In your startup, conversion rate studies agree with this.

But what’s the value of making a decision?

Getting to see the results sooner. Not having to worry about the decision, and being able to free up that mental space. Being someone people go to for guidance. Making mistakes and iterating faster.Practicing your decision-making ability. Being different from most people.

Being a great decision-maker will make you stand out as a person and a leader.

Decision making and decisiveness

A lot of people have a hard time making decisions. The upside to this? If you learn how to make decisions, you’ll stand out.

As Tony Robbins says, the one power that all human beings have that make them special is the ability to make a decision. That’s what’s within your control.

How do you improve your decision making ability? Practice. Literally practice making more decisions, making them faster, and being a decisive person.

The next time you’re waffling, pick something and see what happens.

Things that get in the way of decision making

Unfortunately there are a lot of things that get in the way of becoming a great decision-maker.

Not recognizing your own biases

I definitely think this way, and I try to think it about beliefs as well. It’s going to be hard to not listen to biases. I recognize that I have biases.

We want to think that we’re right. We’re going to cherry-pick data. We’re going to be exceptionalists. We’re going to want to ignore things. We’re going to be lazy and not want to try things. We’re going to get defensive if we think we’re wrong, or we think people are attacking us.

There’s the whole Harvard Implicit Bias test which is really interesting to check out. It’s a great way to test your own assumptions and learn how you’re biased in the first place. Also, the 10 Logical Fallacies poster is an awesome reminder of how our own minds fail when making judgments.


Exceptionalism is the idea that things are different for us. That we’re the exception.

I hate that idea.

The problem with exceptionalism is that it rationalizes not doing something (or doing something) without data and without even thinking about how it might apply to you. It prevents learning.

If something is a possible idea, then why not try it? There’s only one way to know, right? It’s the try it. I think there should be an Occam’s Razor of exceptionalism.

I change my mind all the time. But I’m also very motivated and driven when I think something is right. I don’t mind being proven wrong. But I also don’t mind doing something with little data.

Staying humble and admitting when you’re wrong

There’s a section in the book How to Win Friends and Influence People when Dale Carnegie is young and corrects someone at a dinner party. He asks his friend who’s right and his friend kicks him under the table. Later he says “of course you’re right, but this person didn’t want to hear that he was wrong.”

The key to all of this is to stay humble. You can do that by admitting that you’re wrong more. That requires starting to recognize that you’re wrong. In fact, tell people you’re wrong even when you think you’re right. Not always, but experiment with doing it more than you do. (You’ll probably heal a lot of relationships. Especially when it doesn’t matter.)

Stop trying to be right all the time. Stop correcting people in conversation who are wrong when you think you’re right.

I do things wrong all the time. I get called out by my team, and it doesn’t help anyone if I get all bent out of shape and mad about it — it’s so much better for all of us (and our team’s ability to iterate quickly) if I’m like “Wow, thanks, awesome to know.”

Also, it means I get to the right answer again, and that’s fun, too.

A great way to get better at this is to put yourself in more situations where you’re wrong to make yourself comfortable with being wrong.

Set up little opportunities for success. I call them serendipity bombs. 999 out of 1000 will be a dud, the fuse won’t light and you’ll feel like a failure. That’s okay. The 1 out of 1000 is worth it.

As Wayne Gretzy says, You miss 100% of the shots you don’t take.

Key Takeaways:

  • Become a better decision-maker is key to being a leader.
  • Making decisions means being comfortable not being right all the time.
  • Consider how you feel about being wrong, and try making more decisions and being wrong more.
  • Great leaders aren’t right all the time, they’re quick to learn and quick to admit when they’ve made mistakes.
  • Admitting that you’re wrong more often is a great way to enable your learning muscles.

The Founder Friday Series:

For a while now I’ve been wanting to share more about what it’s like to build a startup and what challenges you face as an entrepreneur. So I’m doing a series of short, candid, quick videos and blog posts – I call itFounder Friday.

If you want to see more of these, share a note in the comments and let me know what you think.

What challenges do you face in your business or company? Any questions we can answer for for you? 

What is a 500 Internal Server Error page?

500 Error – is a status code that means internal server error. Basically the application itself broken. This is usually a code error somewhere. They often look the same to you as a user, but there’s a major difference from the developers perspective.

There’s tons of others, but the basic rule is:

  • 1xx means informational (I’ve never actually seen this though, so don’t worry about what it means)
  • 2xx means success
  • 3xx means redirection
  • 4xx means a browser error – like you’re trying to load a page that doesn’t exist or you shouldn’t access. Basically it’s your fault usually.
  • 5xx means a server error – like the developer fucked up somehow.

2 Things Startup Founders Don’t Tell You

2 Things Startup Founders Don’t Tell You

Why do so many companies fail?

If you’re a startup founder, you probably spend a lot of time thinking about the viability of your company.

Today I want to talk about why companies fail, and so many startups fail. But first, I want to talk a little bit about what it’s like to be a startup founder in the first place.

In the beginning, you have to do everything yourself.

You’re the marketer, the support person, the technical product person, and you’re also the one cleaning the dishes as well as answering the door. (That is, if you even have a formal office yet.) Basically, you’re doing everything in the beginning.

When you’re doing everything yourself in the early days, it’s easy to move fast — but it’s also easy to get burned out really quickly.

If you think running a startup is going to be rainbows and ponys and butterflies, you’re in the wrong space.

In the beginning, you have to do everything yourself.

There’s a great quote in The Hard Thing About Hard Things, by Ben Horowitz, where he tells a story about someone asking him about how his company is going.

Ben starts explaining everything and says something like, “Well, we’re going to run out of money, no one wants to work on this project, we’ve got a problem with…”

And Bill, the guy he’s talking to, let’s him finish and says:

“Ben, no one cares. Just run your company.”

(Note: I was wrong. Whatever.)

Just run your company

But what do you do in this situation? It’s easy to tell someone to run their company — but that’s exactly what you’re trying to do already.

How do you know what to do next? How do you know that you’re doing the right thing?

The real problem behind doing everything yourself in the beginning is knowing how to make decisions.

Making great decisions is the heart of the startup.

This is why 90% of companies fail.

Over the past two and a half years — and trust me, I don’t know if I’m doing everything right, and I’m making a ton of mistakes as we go here at One Month — there is one thing I’ve learned.

You have to keep moving. To make a great decision, it’s less about being perfect every time, and more about setting up habits for success.

Two ways to make better decisions for your startup

Instead of thinking about the next two, three, five years (which yes, you also have to think about), focus on how you can move ahead right now, this week.

Break big things down into really small tasks.

Take the huge, large, complex tasks (like “grow One Month into a world-class online entrepreneurship school”) into something you can tackle this quarter. Then, break it down into months and weeks. Move forward every week, and every day. If a task is too big and you’re not moving forward on it, you’ve made it too big.

Break things down — these huge, large things, into really small tasks.

Ask yourself: what’s the next step that has to happen?

And after that?

It’s like the story about eating a whale. How do you eat a whale?

One bite at a time.

Build an MVP as soon as possible.

If you take too long, you won’t have enough time to test your MVP. You want to build the next smallest version of your product or idea as soon as possible, and get it into the hands of users as fast as possible. If your MVP is taking six months or twelve months to build, you’re taking too long.

If it takes you a year to launch something, it’s not an MVP.

Release it early, early, early. Sooner than you think. Most people wait too long to put their first product out there. Before you build it, test your idea by creating small versions of your product. You don’t have a business if you’re not making something that people want.

Find out if they want it.

There’s a great post from the founders of Everest about the fall of a company and the lessons learned from a failed startup. (Remember, about 90% of startups fail. This scares me every day.) They took twelve months to build their first prototype and in the end, their burn rate is what killed them. They didn’t have enough money.

This is one of the reasons we started One Month in the first place. We believe people should learn how to build a product in a few weeks, release it, and get feedback on it. It shouldn’t take longer than 30 days. You should be able to build your first product (even if you’re non-technical) by scrapping it together in 30 days. If you’re taking longer than that, it’s taking too long.

So these are some of the problems that startups face.

Key Takeaways

  • Most startups fail.
  • In the beginning, you have to do everything yourself, which means you need to get great at making decisions above all else.
  • Learn how to do the next smallest thing and move forward on big goals one step at a time.
  • Release your MVP as soon as possible. Ideally within 30 days or less. If it takes a year, it’s taking too long.

If you want to see more of these, share a note in the comments and let me know what you think.

What challenges do you face in your business or company? Any questions we can answer for for you?

5 Steps To Successfully Transition Into Freelancing While You Still Have A Full-Time Job

When I quit my full-time job to freelance, my friends and parents thought I was crazy.

  • “How are you going to make money?”
  • “Where will you find clients?”
  • “Why didn’t you get another job, at least as a safety net until you’re really ready?”

I put on a brave face, but truth was, I had no idea what the answer was for any of these questions.

I had just quit my full-time job, with benefits and insurance and a regular paycheck, to break into the world of freelancing as a self-taught coder.

I was not prepared. All I had was high aspirations and a couple of books on consulting.

I made a lot of mistakes.

I had no idea how to prioritize my time. I didn’t even know what to prioritize.

I was used to people telling me what to do. I had experience getting deadlines, not setting them.

I didn’t know how to talk to clients, let alone find them.

I had a runway, a cushion of savings, but not nearly enough for someone so incredibly unprepared to start a freelancing business.

On top of all that: once I did find and land my first client — I massively undercharged my services and undersold my value.

Here’s what I wish I had done instead, so you can successfully transition into freelancing while you still have the safety net of your full-time job.

Step 1: Start thinking like a freelancer. One who has a full-time job on the side.

This is a simple mindset change: your full-time job is no longer your life. It is not where you will be next year. It is not where you are stuck, living out the rest of your days.

Your job is the rest stop between now and the flexibility and freedom that comes from freelancing.

Remind yourself of this every day that you go to work.

Then, begin thinking like a freelancer. A freelancer has to juggle priorities and stay motivated with a packed plate. A freelancer needs to know what next steps to take, and how to stick to deadlines without anyone breathing down your shoulders.

Consider these aspects, and try them on.

Give yourself projects with deadlines. Do them. Pretend they are for clients.

Step 2: Decide who your target clients will be.

Who do you want to work with? Small businesses? Local coffee shops? B2B marketing firms? Sole proprietors in a certain niche?

Do research on the types of clients you want to serve.

Make sure they fit the following qualifications:

  1. They have the ability to pay (so don’t pick, say, brand new start-ups).
  2. They have real, burning business needs that you can solve with your skills.
  3. They are niche enough that you can offer specific, tailored services — this will help you stand out from the competition and give you a leg up. You become the natural first choice for very specialized problem.

If you find a target client that doesn’t fit all three qualifications, pick a different one.

Don’t get hung up or married to any particular client fit just yet. You’re exploring the field, testing the grounds.

Step 3: Decide what services you will offer.

Think about your range of skills. Are you able to create beautiful websites? Amazing UI? Great.

Now, what specific services do you want to offer to your target client? More importantly, though: what specific services would your target client want, no, need from you?

Think back to your research in Step 2. Consider reaching out to a couple potential future clients, and testing your ideas on them.

Ask them for a 15-minute call or a 30-minute coffee meeting. Let them know you’re just curious to learn more about their business and what they do.

It’s not a sales pitch, it’s an inquiry. You’re learning.

Try to take yourself out of the equation and explore what your clients want from you, versus what you want to offer your clients.

This will help ensure that when you launch your business, you will have clients knocking down your door to get access.

Step 4: Consider how you will deliver your services.

There’s a lot to think about when it comes to service delivery.

You have a lot of options. This is your opportunity to get creative.

For example, you can productize your services.

You can build out on-going, monthly service options that bring you recurring revenue.

You can partner up with similar service providers and double your access to potential clients.

You can create add-ons to any of the options above.

Deciding how you will deliver your services is a fun process, a brainstorming session that will continue as you progress through your transition (and continue into your actual freelancing as well).

Step 5: Start connecting with influential people who can make introductions and referrals to high value clients.

Influential people will be the 1 most important playing card for your successful freelancing business.

By building authentic connections with influencers, you gain access to powerful introductions and referrals to high-value clients. You meet high powered mentors who can propel your business forward. Last but not least, you increase your own social standing and can market to a higher class of client who pays premium prices.

Starting to build these relationships now, while you are still at your full-time job, is the best possible thing you can do to ensure the success of your business once you put in your 2-weeks notice.

To start, find people who are influential to you. Connect with them on social media and follow their blogs or websites.

Do the same for people who are influential to your clients. To do this, see who your clients are tweeting and following on Twitter, or “liking” on Facebook.

Then begin building relationships by offering value to these people. You can do this by:

  • Leaving comments on blog posts about specific takeaways
  • Taking any and all advice given via email newsletters or blog posts, then report back with the results you got
  • Sending new clients or introductions their way

Building solid, authentic relationships takes time. It’s important to start now, while you still have the security of your job.

Now it’s time to take action.

At this point, you have five action steps to take.

Here’s how you can start taking those steps today:

  1. Make a slight mindset shift and think of yourself as a freelancer who happens to have a full-time job on the side, a rest stop between now and when you’re freelancing.
  2. Pull out a notebook or spreadsheet and begin exploring potential client options. Make sure they hit the top three qualifiers: they can pay, you can help them, and they are niche enough that you can tailor specific services to them.
  3. Think about what specific skills you will offer as services, based on your research from action step 2.
  4. Start brainstorming the ways you will deliver your services to your clients. Explore options. Go online and see how other people are doing it. How can you go one step further and do it even better, or more different?
  5. Find influencers who impact you, and influencers who impact your future clients. Begin getting on their radar, and start slowly building authentic connections with them by providing value any way that you can.

Now that you have these action steps, you can start your transition from your full-time job to freelancing.

You’ll be able to hit the ground running once you put in your resignation.

You’ll be able to tap into a new, extraordinary network of strong influential people who are now ready to help YOU since you’ve spent time providing value to them.

All it takes is five simple steps.

Why You Should Learn jQuery Before JavaScript

I’ve put in over 200+ hours teaching HTML, CSS and JavaScript in the classroom. With each new class of incoming students inevitably someone will ask, “Which should I learn first: jQuery or JavaScript?” Great questions! I’ve experimented teaching jQuery vs. JavaScript both ways and have come to the conclusion that learning jQuery first is the way to go. Here’s why.

What’s the difference between jQuery and JavaScript?

jQuery is a JavaScript library. If that means nothing to you, then let me put it another way:

  • jQuery is a set of tools, written in JavaScript.
  • jQuery is a way of writing JavaScript quicker (…for doing certain types of things).
  • jQuery allows you to do more, with less JavaScript

Learn jQuery First

For beginners, jQuery is likely the right tool for the job. It solves most problems that a beginner developer (and even more expert developers) have. Here’s a few examples of student requests that come into One Month:

  • I want to build an interactive gallery
  • I want to build a Todo list
  • I want to add a fading out effects to my project
  • I want to add some animation to my project

And for all those: jQuery is the right tool!

Learn JavaScript First

With that said, there may be some reasons why you’d want to learn JavaScript first:

  • If you already understand all of the above.
  • If you’re already super motivated to learn and motivated for the long-run (ie. willing to commit 50+ hours). JavaScript will give you a much more solid foundation than learning jQuery.
  • If you have a desired problem that you already know jQuery won’t work for

Decide to go with JavaScript first, and you may get a stronger foundation in the language. But my concern here (from my teaching experience) is that students who start with JavaScript quickly get demotivated. Because the learning curve to build something is higher.

Learning JavaScript before jQuery is like learning Latin before English.

Is one better than the other?

Nope. They’re just two different ways to solving problems.

Think of it like this:

jQuery is like learning how to cook first using a microwave. Sure, you can reheat and prepare quite a few meals using the microwave, but it’s not really “cooking”. You wouldn’t cook Thanksgiving dinner in the microwave, right? Having an education in JavaScript will allow you to understand the fundamentals, as well as when it’s best to use jQuery, and when it’s best to use JavaScript.

So if you’re looking to build something quickly, and it’s not too complicated, you can get started right away using jQuery. If you want to do a deeper dive, take what you’ve learned in jQuery and expand your knowledge by digging into Javascript.

Javascript can be harder to learn and seem more challenging up front. That’s why, as a teacher, I often recommend starting with jQuery — because you’ll also be learning Javascript fundamentals along the way!