people need a different motivation to try something new, something that connects with them emotionally rather than functionally. It’s a seemingly simple idea can create powerful business advantages, a concept I call product zeitgeist fit (PZF): when a product resonates with the mood of the times.

Harnessing and cultivating the zeitgeist buys you the time and energy you need to gain support on your way to product-market fit. Product zeitgeist fit helps answer the age-old question—beyond tech platform shifts and other factors—of why some things, especially in consumer tech, work and others just don’t.

When you have PZF, the product resonates with users not because it’s better, but because it feels extremely culturally relevant at that particular moment in time for a particular group of people. Users may or may not love your product, but for some reason they want it to win.

Most startups die not because they can’t get their tech to work or because their competition out-executes them. The death of most startups is indifference. Put simply, most companies fail to launch because no one cares: not users, not employees, not investors, and certainly not the media. It’s death by a thousand shrugs.

finding PZF isn’t the end of the story, it’s the beginning of it. You still need to work your way to product market fit, a functional use case and mainstream adoption.  But finding PZF is like getting a thousand extra chances as you weave your way to product market fit.

here’s the thing about crypto: for those in the mainstream, it’s still not that easy to use. Despite that, people are still using it, building on it, investing in it, and writing about it, allowing it to hold product zeitgeist fit as it moves toward product market fit.

“Nerd Heat”: Coined by my partner Chris Dixon, this is when the most talented, hardest working, and most in-demand people—the product managers, engineers, and data scientists—are so intrigued by a product that they’re working on it, excited by it, and trying to make it a thing.

The “Despite Test”: When people are using a product despite the fact that it’s not the best thing out there, or, in some cases, that it’s straight-up terrible (see examples above), it’s a great sign. It shows that the product has a line into something emotional, not solely functional. Wanted, not just needed.

The “T-shirt Test”: If people with no connection to the company are wearing their t-shirts or putting their stickers on their laptops or wearing their socks, that  desire to associate with the idea indicates as much a movement as a product.

The “Eyebrow Test”: In the early days, things that have product zeitgeist fit often feel misunderstood or controversial. At first blush, the conceit may even raise a few eyebrows. But to the people who have been working on those products, they’re so clearly elegant, if temporarily imperfect, solutions to big and important problems that they seem almost obvious once they recognize it.

These things tend to be generational; they’re reactionary; and they’re usually organized around a really compelling villain. Because we always seem to react against the unintended consequences, excesses, and blind spots of the previous generation, the zeitgeist is constantly changing. That means there’s always going to be an opening for innovators and disruptors, especially in consumer tech.

Find something that is both important to you and resonates with a group of people at this particular moment in time. In the early days you’ll need to frame your story—to recruits, to partners, to investors, and to the entire outside world—along those lines. Talk about why your company matters, not just what it does. Make sure your product remains authentic and product decisions are connected with the mission. Finally, make sure the people you hire are as connected with these ideas as you are. Give everyone a reason to cheer for you.

if you’re just trying to figure out what the future looks like, not just build it, look for the things that are broken and terrible but that people still really care about. Look for the four tests: the raised eyebrows, the T-shirts, the nerd heat, and the people that are still using a product, despite its shortcomings.