Michael Rill

Einfach machen

Tag: culture

  • God Did the World a Favor by Destroying Twitter

    By far the best paragraph that I read this week came from Paul Ford:

    How will these smaller groups of happier people be monetized? This is a tough question for the billionaires. Happy people, the kind who eat sandwiches together, are boring. They don’t buy much. Their smartphones are six versions behind and have badly cracked screens. They fix bicycles, then they talk about fixing bicycles, then they show their friend, who just came over for no reason, how they fixed their bicycle, and their friend says, “Wow, good job,” and they make tea. That doesn’t seem like enough to build a town square on.

    God Did the World a Favor by Destroying Twitter

    I’m off going to the library to get a book about bicycle repair.

  • Using brevity to write better

    Using brevity to write better

    For the past few years there has been a meme in the system about document-based cultures. I’m a big proponent of writing as a tool to sharpen thinking. At the same time, documents and writing are only a tool and not the goal in itself. All too often I find myself staring at a 15-pager with little structure and hard to identify key insights.

    The hard truth is: It is hard to hold the attention of an audience for 15 pages. But 15 pages is a good start. Take those and turn them into six pages. Six pages that provide enough context, lay out the challenge or opportunity that you are addressing, and what kind of change you want to drive and how. This requires making deliberate decisions on what is important and what isn’t. The goal is not to get as many points across as possible, but to land the few critical points safe and sound. Six pages seem to work well, but it if you can do it in four or three pages, go for it.

    Try to optimize not for brevity, but also for readability. Make sure that you use headings and sub-headings to help the reader with a structure. Use bulleted lists, and if the list has an order, use numbered lists. Write your sentences with simple words and avoid complex sentence structure. Form follows function. Do not optimize your sentence structures to fit a word count, but rather make them easy to read. If sentences sound complex, they are. Use features like “Read Aloud” to have your text read to you. Tools like Hemingway Editor also make your text more readable.

    Use the spell and grammar check to avoid unforced errors. Do not fiddle with line spacing, font size, spacing or page margins. The defaults work well for 99% of all documents. If you have data, go splurge on a chart.

    If there are gems that didn’t make it into the six pages, put them into the appendix. And make the appendix a separate document. Now you have a tight six-pager.

    Now turn the six-pager into a one-pager. Boil your message down to one page – still providing sufficient context, easy to read, well-structured, focusing on what change you want to drive and how. Again, do not fiddle with font-size etc. You don’t need it. By now you know your key messages and it rarely takes more than an hour to get the first draft of the one-pager.


    Now turn the one-pager into three bullets. They express the essence of what you want to advocate for. When you share your document, put those bullets into the email. Then link to the executive summary and your six-pager. While this takes time, it will improve your ideas. Ultimately, you want to get your reader to the point as fast as possible. Do not make your reader pay for all the good thinking and research that you have done.

  • Companies are not families

    Good New York Times interview with the new Peloton CEO Barry McCarthy. Near the end he dropped a nice nugget:

    And I say you’ll never hear me say we’re a family. We’re a sports team, and we’re trying to win the Super Bowl. And so we’re going to put the best players on the field we can. And if you go down the field, and we throw you the ball, and you drop it a bunch, we’re going to cut you.

    We spend the majority of our waking hours at work and with the people at work. But I always die a little inside when I hear teams talk about being a family. While it might be an alluring thought, it is neither realistic nor appealing. Family is about being bound together and in the best of cases about shared values and unconditional love.

    Work ultimately is always at the base level a transactional relationship. You work and get compensated for it. At work, you are replaceable. Everyone is. To your family, you are not. A workplace is replaceable. A family is not.

    In that regard, I’d rather aspire to establishing a community at work. One that promotes values like caring, love, a sense of belonging, respect, empathy, joy, and fairness. These might all be attributes shared with families, but there should be a clear line separating work and family.

    High functioning teams add layers on top of it like shared values, growing together and standing up for one another. But ultimately, it’s a loose band that last for a few years until it doesn’t. And that’s OK.

  • Staying Clear of Golden Apples

    Staying Clear of Golden Apples

    Rick Klau once gave one of the most influential intro presentations to Objectives and Key Results: How Google sets goals: OKRs / Startup Lab Workshop – YouTube. It’s an evergreen talk and has gotten nearly 1.2 million views over the past nine years. He recently followed up with a post What my OKRs video got wrong. In that post he mentioned that one of his key learnings is “What you and your team say no to is at least as important as what you say yes to”.

    It reminded me of a story that I often tell when introducing OKRs. It is about Atalanta, a heroine in Greek mythology. If you have watched Disney’s Brave you will notice similarities with Merida, the main character.

    Atalanta was a strong, independent woman, and she was the fastest runner in ancient Sparta. To her father’s chagrin, she did not care to get married. Her father did not agree to that plan and set up a contest in which young men would race to win her hand in marriage.

    To keep her freedom, she asked to be allowed to participate in the race herself, i.e. race for her own hand. Her father, not thinking she had a chance of winning, agreed to the deal.

    At the same time, there was a young man called Hippomenes, who fell in love with Atalanta a long time ago. The race was his chance to marry his love. He knew how fast Atalanta was, so he prayed to Aphrodite. Gossip and intrigue are nothing new, and Aphrodite didn’t like Atalanta. So, she gave Hippomenes three golden apples and told him to drop one at a time during the race to distract Atalanta. To her demise, she was so fond of those golden apples that she stopped to pick them up.

    After each of the first two apples, Atalanta was able to recover the lead, but when she stopped for the third, Hippomenes won the race. It took all three apples and all of his speed, but Hippomenes was finally successful, winning the race and Atalanta’s hand.

    Adapted from Christina Wodtke‘s Execution is everything

    If only Atalanta had set clear goals and stock to them. She would have stayed single, footloose and fancy free.

    Atalanta’s story is surprisingly timely. We all are running into golden apples every day. So much to do, so little time. However, unless we focus on a few things, we spread ourselves too thinly and what feels busy is actually distraction. OKRs help discern the trivial many from the vital few.

    The most obvious example is the selection of key results. When introducing OKRs a lot of teams start with more than five key results for each objective, because those are the metrics they are tracking. Over the course of one or two quarters most realize that focusing on three-ish key results per objective helps them focus their energy and get more done by saying no to more things.

    In other words: If at all possible, avoid the temptation of golden apples!

    Image: Herp Atalanta and Hippomenes.jpg – Wikimedia Commons

  • Incentives and tools

    Working together across multiple teams is hard. People disagree on direction and priorities which can be frustrating at times. It’s easy to attribute this to ignorance, lack of insights, malevolence or any other factors that are out of one’s control.

    A more healthy way is to understand what people are trying to achieve. Two questions helped me in the past:

    1. Incentives: What drives your bonus?
    2. Tools: How can you influence that outcome?

    The faster you can figure that out, the easier it will be to work within the complexities of multiple teams. It also allows you to realize when people have no incentive at all to support you in your mission (which is usually fine!). They might do it out of goodwill anyway, but an engineer whose bonus is determined by the uptime of a service might look skeptical at your suggestion to move fast and break things.

    Of course, those two questions make for a weird ice breaker. But keeping those questions in mind when you get to know a person can turn an awkward coffee chat into a meaningful conversation. It is a great shortcut to working better together.

  • Adam Grant – How to stop languishing

    Earlier this year, Adam Grant hit the Zeitgeist with the word “languishing” (There’s a Name for the Blah You’re Feeling: It’s Called Languishing). The word describes the feeling of being joyless and aimless that most of have been experiencing over the past 18 months. I remember receiving links to the article from all over the world – typically with all caps and exclamation marks (“THAT!!!”, “ME!”, “Must read!”).

    From zero to 100 in one New York Times column

    I’m glad that he followed his discovery up with a TED Talk on how to deal with that feeling. The short version is:

    • Master something: Find something that you like where you can make tangible progress.
    • Be mindful: Dedicate your time and attention to one activity, rather than playing time confetti and spreading it across multiple things.
    • Do stuff that matters to others: Don’t just do it for yourself, but make a difference for somebody else. This can be as little as spending time with somebody.

    Spending time at the intersection of these three will help you address the feeling of languishing. This very much resonated with my own experience. Over the past winter I got back into chess, which addressed the first two buckets. But chess became a lot more meaningful when I started playing with a friend every Tuesday. It suddenly became a lot more meaningful as it helped us maintain and nurture our friendship despite him being on the other side of the US.

    But have a look at the entire TED Talk. It’s 16 minutes well spent:

  • Culture is not one-size-fits all

    Culture is not one-size-fits all

    The Wall Street Journal recently had a story on Netflix’ corporate culture. It reads similar to the 2015 New York Times piece on Amazon’s culture or going way back to the late 1980ies piece on Microsoft’s culture. There are probably a lot of pieces about other high performing companies that hit a similar note: high performance comes at the expense of a humane culture. I’m not sure whether I agree with that.

    An anecdote between Steve Ballmer and Mark Zuckerberg in the early days of Facebook comes to my mind. Mark asked for some leadership advice and Steve recommended writing down “what it means to be one of us”. The story goes that Mark took that advice to heart and compiled a list of ten-ish traits, which were highly opinionated. Most people who read the list would have a hard time identifying with those traits, but the few who that list spoke to were highly attracted and motivated by it.

    The lesson here is that culture is not one-size-fits-all. In that it can produce work environments that look very odd and even hostile to most, but appealing and accommodating to some. In that I wouldn’t view those articles as condemning write ups, but rather an (at times sensationalist) account for a moment in time. I’d even go as far as saying that those cultures drive higher employee satisfaction and performance than most cultures that don’t take a stance.

  • Webstock 2016 – Celebrating the web’s values

    Webstock 2016 – Celebrating the web’s values

    Webstock turned ten last week. It is a conference that celebrates the web and its makers – the creativity, the magic, the craft and everything in between. Although Webstock is hosted in Wellington, they have an excellent reputation and attract great speakers from all over the world. It has been on my radar for a couple of years and this year I finally managed to go to Wellington. It was an amazing experience, an emotionally exhausting ride on the rollercoaster – in a good way. Hands down, the best conference I’ve ever been to. 

    Speakers typically have a tech background (web development, software engineering, UX design, long-time bloggers), but the presentations were mostly non-technical. While the Above All Human conference three weeks ago in Melbourne focused on startups and entrepreneurship, this conference focused on the web and its values and culture. You get a good idea of what Webstock is about from last year’s closing note by Natasha Lampard, where she talks about onsens, entrepreneurs and the long-game (also written up here).

    A key asset of Webstock is the diversity of its speakers regarding gender, background, race and topics. None of the talks could or should be compared with each other. Therefore, by the end of the first day I stopped trying to figure out what my favourite talk was – they all were really good. Because of this diversity in topics, it took me some time to recognise the common thread: They all talked about a shared set of values, promoting and preserving values like openness, contributing, inclusiveness, simplicity and caring deeply about your work, not your ego. It is a conference that is undeniably, beautifully, human.

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