Start Something That Matters – Book Review

 

 

The Book Review Series

 

 

Something that matters – a phrase that’s resonated with me since I read this book.

Sometime ago, I stopped at a used NC bookstore while traveling for work. One of the goals for this year was to increase book reviews, and I wanted to see if they had some of the titles I wanted to read but didn’t have yet.

The visit was successful. I not only found several books I wanted to review but a few new ones, too. One of those was “Start Something That Matters” by Blake Mycoskie.

Blake and his sister competed in CBS’s The Amazing Race back in 2002,  and with his entrepreneurial spirit, had also started 3 businesses. None of those are why I picked up the book; rather, it was the title.

 

Start Something That Matters

 

I was intrigued. Not because he had started previous businesses. Not due to his fame or because he was in a certain business space, either.

It’s because I want to, am trying to, and will continue something that matters to me. After 7+ years, it’s time for me to really lean back into the podcast.

 

The Wealthy Ironworker.

 

The embroidered logo – made simple

 

There’s a lot to say here: I could talk about the mental health crisis in the country in general and the construction industry in particular; I could point out how we need to revisit the way we recruit and retain top talent in the construction industry – or even the growing shortage, projected to be 2 to 3 million in 10 years. I could also speak on personal and professional development, work-life balance, stigma, image problems, and so much more.

No matter the reasons – and they are many – the book was an interesting read.

 

Start Something That Matters

When you start something that matters, you are supplying yourself with a recipe for success

 

The book is an easy read – broken down into eight chapters. Then, what follows is a review of those eight chapters, some interesting insights, observations, and even how the business model differs from the one pushed by corporate America.

 

The TOMS Story

From the beginning, TOMS focused on added value

 

The first chapter of the book discusses how the author started TOMS. Tomorrow’s Shoes (where TOMS comes from) is a business started when the author spent 3 months in Argentina. The alpargata – the national shoe of the country – inspired the author to start a business in America, but with one major difference: For every shoe sold, they would give another away to those in need.

This is a decisive break from corporate America, which operates on profit alone; everything else is secondary. What’s more, TOMS is a for-profit entity.

Say what??

When you start or run a business, you must make money; it’s how you stay in business, after all. The main difference, then, is how profit is viewed. Put another way, it’s the intent that is judged. Are you simply in it for as much money as possible – people be damned – or are you intent on changing lives, including yours?

Widely attributed (and, quite possibly misattributed) to John D. Rockefeller, the answer to how much is enough was, “Just a little bit more.”

That is the mindset for just about every business on Wall Street: profits at the expense of everything else. Not even Jim Senegal, former CEO of Costco, who was praised for his ability to find a balance between shareholders, managers, employees, and customers, was unable to avoid criticism from Wall Street. According to an article from ABC News,

 

 “Analysts seem to be the only critics of Costco and Sinegal. They think the company could make even more money if it paid its workers less — like Wal-Mart does.”

 

TOMS, however, is different and has been so since its inception. When you are faced with the suffering of others, the old adage “out of sight, out of mind” cannot hold true.

“People are hungry for success – that’s nothing new. What’s changed is the definition of that success. Increasingly, the quest for success is not the same as the quest for status and money. The definition has broadened to include contributing something to the world and living and working on one’s own terms.” – Page 19

“If you’re like me and most of the people I know, you yearn for something more than just business success. You’re searching for meaning. You want to have the time and freedom to do the things you love and contribute to making the world a better place.” – Page 20

 

Find Your Story

What is your story? Do you have one – and are you telling it?

 

On the heels of chapter one, Find Your Story was one of my favorite chapters. There were examples of others who started their respective businesses, but what I liked the most was the emphasis on storytelling. It’s easy to do, especially in our money-centric society.

The importance of storytelling, however, is often overlooked. People respond to a good story where the human condition connects.

This chapter’s main goal is to get you, the reader, thinking about your own story when starting something that matters.

It worked: I began to think about mine.

Millions of my brothers and sisters go to work every day uncelebrated – stigmatized, even. They are ridiculed, deprived of value, taken for granted by the very industry they work in, underpaid and overworked – and should they elect to stay home, the country would come to a grinding halt.

At the same time, I believe they should strive to always bring additional value to those they work for, seek to procure and perform work to the best of their ability, pursue personal growth in every area of their life, pour themselves out for the benefit of others, advocate for their respective crafts, and be better people, overall.

And somewhere, like a voice in the wilderness, I am trying to be an advocate for all of the above – and more that I didn’t even write.

THAT is my story.

“When you have a memorable story about who you are and what your mission is, your success no longer depends on how experienced you are or how many degrees you have or who you know. A good story transcends boundaries, breaks barriers, and opens doors. It is a key not only to starting a business but also to clarifying your own personal identity and choices. A story evokes emotion, and emotion forges a connection. This is why the way companies introduce themselves to customers has changed.” – Pages 25, 26

“Almost everyone has a passion for something, but sometimes we have trouble saying what it is. It’s surprisingly easy to lose touch with our true passions – sometimes because we get distracted with everyday living; sometimes simply because in the usual stream of small talk or transactable business, no one asks about our dreams. That’s why it’s so important that you find a way to articulate your passion to yourself….The more strongly you feel about what you do, the more likely you are to push yourself to be good at it and find a way to make a success of it. If you organize your life around your passion, you can turn your passion into your story and then turn your story into something better – something that matters.” – Page 36, 37

“It’s important to know your audience. At its center, your story is about a specific idea or product or expertise that you’re offering. You can’t be all things to all people and still maintain your credibility and integrity.” – Page 43

 

Face Your Fears

 

“Twenty years from now you will be more disappointed by the things that you didn’t do than by the ones you did do.”

– Mark Twain

 

We have a tremendous fear of failure. I get it. Failing is not fun, nor is it something I look forward to.

However, it is also where we gain the most – if we are willing to learn from those mistakes. Well, if we even try. And that’s what this chapter is about: facing those fears.

“Fear is much more common than most people realize. That’s because we live in a society where fear isn’t something we like to talk about; as a rule, we’re much more impressed by boldness. But fear happens, and it happens to everyone – especially anyone who is starting a business, interviewing for a job, or rallying people around a cause.” – Page 49

I get fear – I really do. Even the best of us can be crippled by it at times. We shouldn’t allow that to stop us, though, from taking steps in the right direction. Yes, we may stumble, fall, or even screw things up royally. In fact, it’s more likely you’ll fail than become a smashing success.

However, just like the earlier quote by Mark Twain, you will almost certainly regret that which you didn’t do over that which you did. As far as I’m concerned, it’s better to be in the latter.

“‘Someday is a disease that will take your dreams to the grave with you…If it’s important to you and you want to do it eventually, just do it and correct course along the way.’ If you wait for the timing to be right before you make a move, you may never make a move at all.” – Page 66

 

Be Resourceful Without Resources

Lacking resources isn’t the end-all be-all

 

This was a surprisingly good chapter for a few reasons. One reason, which some probably do not even think of, is that many new companies or start-ups with limited funding have a way of outlasting those that are overfunded. The reason? Because they had to. Personal finances are the exact same way: those who’ve dealt with less deal with more better than those who’ve never had little.

“Being comfortable can hurt your creative entrepreneurial spirit. An early and unearned sense of security can be the worst thing that can happen to a business.” – Page 77

This chapter was also packed with bits of advice from no office space to forgoing titles in your company, rewarding employees, to using free online resources – especially social media:

“The best thing about social media is that you don’t need money to benefit from them fully. They are the great leveling factor between companies with resources and those without.” – Page 84

Here at The Wealthy Ironworker, this has been a slow buildup to maximize value – especially with limited resources. People are often taken aback when they hear that numerous articles are on Google’s first page of search results. It’s from being prudent, intentional, and resourceful. I’ve kept track of all the money spent on this brand via Excel these past 7 years, and half of it has been on the podcast alone. Moreover, as 2025 continues to go on, the brand gains more and more exposure, which makes it all worth it.

This chapter resonated with me.

 

Keep It Simple

The simple life is regularly dismissed – but often preferred

 

“Simplicity is simple. Perhaps this sounds redundant. But it’s true, and it’s important.” – Page 100

This chapter had numerous examples of businesses that started from simple ideas. From Chipotle to Craigslist, Netflix to Southwest Airlines, and many others, they took a simple idea, had humble beginnings, and became household names.

Oh, and the small but extremely relevant section on not allowing technology to enslave you is timely.

Keeping it simple has never looked so good.

“Now ask yourself: How much do you really need in life? How many clothes? How many toys? Look around you. Maybe before you can come up with the simple idea that’s going to be your next step in business, you need to create a simple environment in which to live and work.” – Page 115

 

Build Trust

Trust takes a lifetime to build, and one poor decision to erode

 

Trust is one of the most desired traits for companies, and an important one for leaders. Not surprisingly, it has shown up in each book review I’ve done this year – and likely will continue that streak for the rest of them, too.

Quoting Tony Hsieh: “‘Trust is a fundamental part of a business,’ Tony says. ‘It’s the most important part of getting our work done right. A brand succeeds or fails based on whether or not people trust the company with which they’re about to do business.'” – Page 124

What’s more, they also divide trust into two components: internal and external – the first dealing with those in your organization, while the latter are your customers, vendors, other businesses, etc.

“Between the birth of the Industrial Revolution and the modern workplace, a wide chasm formed between employer and employee [something the labor movement understands all too well]…A business organized by Taylorite [author of The Principles of Scientific Management] principles sent a clear message to its workers: You are not ever going to be trusted with any significant responsibility. And you shouldn’t trust your employer to do anything beyond pay you for the hours you’ve clocked in.” – Page 127

Remarkable is how many employers STILL have this as an operating mindset.

Now, for external trust, the author lists some of the most well-known companies that imploded because they lost the trust others had in them. I suspect you know some of them – and you may even know some from a more personal experience.

“Everything you do in your organization should focus on growing, building, and protecting the trust of these people. If you lose that trust, you lose everything.” – page 137

Lastly, he rounds out the chapter with tips for creating, increasing, and fostering trust.

“For example, compliment publicly and criticize privately, but do both directly. If an employee makes a mistake, say so. Don’t tell other people, or pretend it didn’t happen, or cover up for him or her.” – Page 145

“If hiring excellent people becomes one of your top priorities, and the whole company pitches in together to make it a great success, you will wind up with excellent employees and a more trusting environment.” – Page 147

Wise advice – and worth heeding.

 

Giving is Good Business

Giving makes this world a little bit better

 

Milton Friedman, the famed economist, penned the polarizing essay “The Social Responsibility of Business Is To Increase Its Profits” in 1970. In it, he argued that a company’s sole responsibility was to its shareholders.

For my part, he misses the mark when he singles out shareholders at the expense of employees and customers. Like Jim Senegal, the former CEO of Costco, achieving a balance is a better approach for numerous reasons – and not simply ideological ones, either. What’s more, many would rightly say business as a corporate whole has taken Friedman’s words to their natural conclusion today: profits over everything – including exploitation, price gouging, and even fraud. History has numerous examples for us to read about and learn from.

 

Related: Read Capitalists Arise – Book Review

 

Moreover, Peter Drucker, the father of modern management, also has some critiques for capitalism as Milton Friedman advocated for:

 

“I am for the free market. Even though it doesn’t work too well, nothing else works at all. But I have serious reservations about capitalism as a system because it idolizes economics as the be-all and end-all of life. It is one-dimensional.

For example, I have often advised managers that a 20-1 salary is the limit beyond which they cannot go if they don’t want resentment and falling morale to hit their companies.  I worried back in the 1930s that the great inequality generated by the Industrial Revolution would result in so much despair that something like fascism would take hold. Unfortunately, I was right.

Today, I believe it is socially and morally unforgivable when managers reap huge benefits for themselves but fire workers. As societies, we will pay a heavy price for the contempt among the middle managers and workers.

In short, while dimensions of what it means to be a human being and treated as one are not incorporated into the economic calculus of capitalism. For such a myopic system to dominate other aspects of life is not good for any society.”

Managing in the Next Society, Pages 149, 150

 

Drucker, as it turns out, was a prophet. Much of what we see today stems from our cultural application of one-dimensional capitalism for everything in life.

A book with a different approach – like Start Something That Matters, though, takes umbridge with that thinking.

Concerning Friedman’s philosophy, the author writes,

“That was the reigning philosophy in mid-twentieth century America, but such thinking is out of date and out of gas. Social and economic priorities are merging. Companies realize that a profits-only focus risks alienating customers and partners.” – Page 164

John Maxwell, in The 15 Invaluable Laws of Personal Growth, has a chapter dealing with individuals who prioritize professional growth at the expense of their character. Companies are, from where I stand, much the same. Companies do not exist in a vacuum, either. It’s interesting that as people have greater access to information – and people make more conscientious choices – businesses have adapted, to a certain degree, anyway.

 

Related: Read The 15 Invaluable Laws of Personal Growth – Book Review

 

Giving has a way of bringing out the best in people – why should that not include companies, too?

 

The Final Stop

The final stop

 

Sharing a letter he received, the author tells us what could be if/when we start something. Attempting to goad people into taking action, the idea of just doing something is better than being complacent and never acting – which is where most people live.

“The most important step of all is the first step. Start something! What if that idea you have in the back of your head is a really good one, one that might end up helping tens of thousands of people? You owe it to the world to act. Or maybe it will only help a few people: The same advice applies. If you don’t do it, you are missing out on something big, and so are the people who could have been helped.” – Page 184

 

Wrapping it all up

Let’s wrap this book review up

 

This book was a surprise find and purchase – but I’m glad I got it. The idea of doing things differently resonates with me, and, what’s more, it’s precisely what we are doing here at The Wealthy Ironworker. Should you find the opportunity to get/read this book, just know it comes recommended. 😎