Intrenion

Intrenion Doctrine

The Mom Test (Rob Fitzpatrick)

Table of Contents

• Audio Discussion
• Episode 1
  • Practice 1: Ask about real behavior instead of future intentions
  • Practice 2: Focus on facts and ignore praise
  • Practice 3: Investigate the most painful problems
  • Practice 4: Let customers describe their experiences naturally
• Episode 2
  • Practice 5: Judge interest through concrete commitments
  • Practice 6: Consistently seek conversations with potential customers
  • Practice 7: Start with customers who feel the problem most strongly
  • Practice 8: Turn every conversation into a clear next step

Audio Discussion

Episode 1

Practice 1: Ask about real behavior instead of future intentions

Problem
People often give inaccurate answers about what they might do.

Action
Ask customers how they currently handle the problem and what they have already done.

Outcome
You get more reliable information about their needs.

Chapter: The Mom Test

Practice 2: Focus on facts and ignore praise

Problem
Positive feedback can hide a lack of real interest.

Action
Look for evidence such as actions, spending, and existing habits.

Outcome
You make decisions using better customer data.

Chapter: Avoiding bad data

Practice 3: Investigate the most painful problems

Problem
Many problems are not important enough to solve.

Action
Ask which problems cost customers the most time, money, or effort.

Outcome
You identify higher-value opportunities.

Chapter: Asking important questions

Practice 4: Let customers describe their experiences naturally

Problem
Leading conversations can prevent customers from sharing useful details.

Action
Keep discussions relaxed and encourage customers to tell their own stories.

Outcome
You uncover deeper insights about their situation.

Chapter: Keeping it casual

Episode 2

Practice 5: Judge interest through concrete commitments

Problem
Verbal interest does not prove willingness to act.

Action
Look for actions that require customers to invest time, money, or effort.

Outcome
You identify genuine demand more accurately.

Chapter: Commitment and advancement

Practice 6: Consistently seek conversations with potential customers

Problem
Limited customer contact slows learning.

Action
Regularly reach out to people who experience the problem you want to solve.

Outcome
You gather useful feedback more quickly.

Chapter: Finding conversations

Practice 7: Start with customers who feel the problem most strongly

Problem
Feedback from weakly affected customers can be misleading.

Action
Focus on people who already struggle significantly with the problem.

Outcome
You receive clearer signals about customer demand.

Chapter: Choosing your customers

Practice 8: Turn every conversation into a clear next step

Problem
Customer interviews lose value when they do not lead to action.

Action
Record what you learned and define a specific follow-up action after each conversation.

Outcome
You improve decisions through a repeatable learning process.

Chapter: Running the process