Category: Management

 

 

The hybrid stategy: Stock and Flow

There are two kinds of quantities in the world. Stock is a static value: money in the bank or trees in the forest. Flow is a rate of change: fifteen dollars an hour or three thousand toothpicks a day. Easy. Too easy.

But I actually think stock and flow is a useful metaphor for media in the 21st century. Here’s what I mean:

  • Flow is the feed. It’s the posts and the tweets. It’s the stream of daily and sub-daily updates that reminds people you exist.
  • Stock is the durable stuff. It’s the content you produce that’s as interesting in two months (or two years) as it is today. It’s what people discover via search. It’s what spreads slowly but surely, building fans over time.

Flow is ascendant these days, for obvious reasons—but I think we neglect stock at our peril. I mean that both in terms of the health of an audience and, like, the health of a soul. Flow is a treadmill, and you can’t spend all of your time running on the treadmill. Well, you can. But then one day you’ll get off and look around and go: oh man. I’ve got nothing here.

I’m not saying you should ignore flow! This is no time to hole up and work in isolation, emerging after years with your work in hand. Everybody will go: huh? Who are you? And even if they don’t—even if your exquisite opus is the talk of the tumblrs for two whole days—if you don’t have flow to plug your new fans into, you’re suffering a huge (get ready for it!) opportunity cost. You’ll have to find those fans all over again next time you emerge from your cave.

(…)

And the real magic trick is to put them both together. To keep the ball bouncing with your flow—to maintain that open channel of communication—while you work on some kick-ass stock in the background. Sacrifice neither. The hybrid strategy.

More here.

 

 

Inclusion by any other name

I’m allergic to clichés and buzzwords. And this might be one of them. A research project reports this:

The employees described inclusive leaders … as leaders who act in ways that demonstrate their values and communicate openly and honestly. They treat each employee as a unique individual, recognize each person’s strengths and value diverse perspectives.

Inclusive leaders were also described as asking others for feedback when making important decisions and providing everyone access to critical information. They encourage everyone to work together as a team and go out of their way to make sure employees of all job positions are valued and encouraged to be involved.

Whatever the nomenclature, these are definitely sound management practices with desirable outcomes.

 

The content of this post was originally posted in the September 2020 issue of my newsletter. “On management and strategy” is a free, monthly newsletter in which I share my own writing as well as links to articles and research on management, leadership, and strategy. It’s easy to subscribe… and unsubscribe.

 

 

 

 

 

The strength of weak ties

Perhaps you do this already with your team: you take the first few minutes of a meeting to check in, sometimes as a group and sometimes in random pairs or trios in breakout rooms. Just a few minutes to chitchat – about anything but work, like what would happen randomly at the office.

Well, Zapier, a company that helps its clients create automation workflows, is doing something similar but company-wide. They

try to make serendipitous, face-to-face interaction happen on a routine basis. We use a Slack app called Donut, which pairs everyone who signs up with a random coworker and helps schedule a video call. There are no rules to these conversations—people talk about where they live, their hobbies, or (if they want) work. These interactions don’t replace the serendipity of an office, but they can go a long way.

The topic of work is going to come up when you’re talking with random coworkers, because it’s the one thing you for sure have in common.

And there are benefits: these random conversations can lead to solutions, they connect people who might otherwise never talk, and it allows for what Mark Granovetter calls “the strength of weak ties”.

 

The content of this post was originally posted in the September 2020 issue of my newsletter. “On management and strategy” is a free, monthly newsletter in which I share my own writing as well as links to articles and research on management, leadership, and strategy. It’s easy to subscribe… and unsubscribe.

 

 

 

 

 

 

 

The job candidate selection process is a fail. Try this.

The job candidate selection process does not work. Even Google has taken back their famed clever interview questions. There is just no data to support that the job candidate selection process is effective at screening for success or at predicting that candidates will remain with the company.

A few years ago I worked with a large, successful engineering firm (it might have been the largest in the country at the time) that had a unique way of selecting and hiring candidates.

The owner of the company told me that their approach was based on two observations:

  1. There is no telling from a job interview, or a series of interviews, whether a candidate will be good at the job, be happy in the company, and will remain for longer than x years. And, if as a company these three criteria (or any other you identify) are important to you, then job interviews are useless and a random process is just as good.
  2. Nor can you tell whether we will want a a person to remain in the company once we get to know the person and the person gets to know us.

The process

So the process they established was as follows:

  1. Identify a series of criteria that any candidate should meet. Because no criterion has proven to be predictive then pick the ones you think/feel might work;
  2. Once you have received applications, pick out the ones that meet all criteria;
  3. From those who meet all criteria, pick one randomly.

The interview

Then the owner would invite the candidate for a chat in which he would explain to the candidate what type of work they do at the firm, how they work,  and what type of values they try and uphold. The owner would then ask the candidate if they can see themselves working in such an environment. If the answer is yes, the person was hired under the following terms: You are hired for six months with full benefits.

After six months

At the end of the six months you and I will meet again and you will tell us whether

  • What we told about the type of work they do at the firm, how they work,  and what type of values they try and uphold is true; and
  • You can see yourself working here permanently.

And we will tell you

  • How well you did during the six months: your work, how you work, and how you understood and embodied the values we try and uphold based on surveys and interviews with your manager, the co-workers on your team, the peers you interface with, and (when applicable) the customers you interface with;
  • Whether we want you to stay and, if yes,
    • We will be discussing the type of projects you would like to work on in the future; and
    • Offer you a permanent position.

The added benefit

Imperfect and incomplete as it is, based on its premise of nothing being predictive of anything in matters of hiring, it is as good as any other process I am familiar with.

And I just read in the FT that it also a great way to boost diversity.

See also: How IBM does it, Writing a good (emotionally-intelligent) job posting helps, and there’s always the Monthy Python way.

 

 

 

 

How should I react when an employee is not performing well or makes a mistake?

Frustration is of course the natural response — and one we all can identify with. Especially if the mistake hurts an important project or reflects badly upon us.

The traditional approach is to reprimand the employee in some way. The hope is that some form of punishment will be beneficial: it will teach the employee a lesson. However, some managers choose a different response when confronted by an underperforming employee: compassion and curiosity. Not that a part of them isn’t frustrated or exasperated but they are able to suspend judgment and may even be able to use the moment to do a bit of coaching.

What does research say is best? The more compassionate response will get you more powerful results. The more employees look up to their leaders and are moved by their compassion or kindness, the more loyal they become to them. Conversely, responding with anger or frustration erodes loyalty. (Harvard Business Review)

There is probably something in your personal experience that confirms this. I know there were plenty of instances in mine.

 

From the September 2020 issue of my newsletter. “On management and strategy” is a free, monthly newsletter in which I share my own writing as well as links to articles and research on management, leadership, and strategy. It’s easy to subscribe… and unsubscribe.

 

 

 

 

 

 

Creativity: it’s about exploration v. exploitation

Meta-analysis of the research on creativity by Francesca Gino in the Harvard Business Review. The whole three-article series is good. Here’s a sample: Five ways in which managers can bolster creativity:

  1.  Hire for curiosity;
  2. Model inquisitiveness;
  3. Emphasize learning goals;
  4. Let employees explore and broaden their interests; and
  5. Have “Why?” “What if…?” and “How might we…?” days.

Not convinced?

She identifies two tendencies that restrain managers from encouraging curiosity:

  1. They have the wrong mindset about exploration, often thinking that letting employees follow their curiosity will lead to a costly mess; and
  2. They seek efficiency to the detriment of exploration.

It’s the old exploitation-exploration dilemma. James March’s paper is a classic on this. Knut Haanaes provides great examples in this TEDtalk.

 

From the September 2020 issue of my newsletter. “On management and strategy” is a free, monthly newsletter in which I share my own writing as well as links to articles and research on management, leadership, and strategy. It’s easy to subscribe… and unsubscribe.

 

 

 

 

 

 

Management lessons from the covid-19 death spiral

An excellent article from Ed Yong ((https://www.theatlantic.com/health/archive/2020/09/pandemic-intuition-nightmare-spiral-winter/616204/, accessed 200911))  begins like this:

Army ants will sometimes walk in circles until they die. The workers navigate by smelling the pheromone trails of workers in front of them, while laying down pheromones for others to follow. If these trails accidentally loop back on themselves, the ants are trapped. They become a thick, swirling vortex of bodies that resembles a hurricane as viewed from space. They march endlessly until they’re felled by exhaustion or dehydration. The ants can sense no picture bigger than what’s immediately ahead. They have no coordinating force to guide them to safety. They are imprisoned by a wall of their own instincts. This phenomenon is called the death spiral. I can think of no better metaphor for the United States of America’s response to the COVID-19 pandemic.

The U.S. enters the sixth month of the pandemic with more than 6.3 million confirmed cases and more than 189,000 confirmed deaths. The toll has been enormous because the country presented the SARS-CoV-2 coronavirus with a smorgasbord of vulnerabilities to exploit. But the toll continues to be enormous—every day, the case count rises by around 40,000 and the death toll by around 800—because the country has consistently thought about the pandemic in the same unproductive ways.

The author then identifies nine errors that hamper our ability to respond to the pandemic. And one stands out to me because we discuss it often in my strategy workshops.

The most accurate model to date predicts that the U.S. will head into November with 220,000 confirmed deaths. More than 1,000 health-care workers have died. One in every 1,125 Black Americans has died, along with similarly disproportionate numbers of Indigenous people, Pacific Islanders, and Latinos. And yet, a recent poll found that 57 percent of Republican voters and 33 percent of independents think the number of deaths is acceptable. “In order for us to mobilize around a social problem, we all have to agree that it’s a problem,” Lori Peek says. “It’s shocking that we haven’t, because you really would have thought that with a pandemic it would be easy.” This is the final and perhaps most costly intuitive error …

The first lesson is, of course, a refresher: Situations that require the coordination of all parties involved can only be solved by the participation of all parties involved. And that participation is best obtained when parties see and agree on the nature of the problem, rather than by means of executive fiat.

And the second lesson is the costly intuitive error: To think that because the situation is obvious to you it will be obvious to others.

 

 

 

 

 

 

 

Two crashes, 346 dead, no one taking responsibility: Will anyone pay?

A case study of real lives lost.

Technical design flaws, faulty assumptions about pilot responses, and management failures by both The Boeing Company (Boeing) and the Federal Aviation Administration (FAA) played instrumental and causative roles in the chain of errors that led to the crashes of Lion Air flight 610 in October 2018,1 and Ethiopian Airlines flight 302 in March 2019,2 that resulted in the tragic and preventable deaths of 346 people. Both crashes involved Boeing 737 MAX airplanes. (p. 5)

The report reveals several unmistakable facts. The MAX crashes were not the result of a singular failure, technical mistake, or mismanaged event. They were the horrific culmination of a series of faulty technical assumptions by Boeing’s engineers, a lack of transparency on the part of Boeing’s management, and grossly insufficient oversight by the FAA—the pernicious result of regulatory capture on the part of the FAA with respect to its responsibilities to perform robust oversight of Boeing and to ensure the safety of the flying public. The facts laid out in this report document a disturbing pattern of technical miscalculations and troubling management misjudgments made by Boeing. It also illuminates numerous oversight lapses and accountability gaps by the FAA that played a significant role in the 737 MAX crashes.  (p. 6)

Boeing does not appear to have fully accepted the lessons from the MAX accidents or taken responsibility for design errors. Without that recognition it is hard to believe that Boeing will make the changes necessary to improve its safety culture. (p. 230)

Source: Final Committee Report on the Design, Development, and Certification of the Boeing 737 MAX, September 2020,  accessed 200918.

For committee activities, see https://transportation.house.gov/committee-activity/boeing-737-max-investigation, accessed 200918.

 

 

 

 

 

 

 

How do I know my people won’t watch Netflix all day?

I don’t follow my newsletter’s ((https://brisebois.substack.com)) stats. I put out what I think is useful information for my readers and they comment on what works and what doesn’t. Also, I often post links to articles that readers themselves send me (keep ’em coming!).

I don’t follow my newsletter’s stats but I received an email from the platform that one link in particular in last month’s newsletter was clicked a lot more than others. It is to an article in Fortune by Laura Vanderkam ((https://fortune.com/author/laura-vanderkam/)) titled “Working from home poses serious dangers for employers and employees alike.” It seems to have hit a nerve, what with people working from home ((https://richardbrisebois.com/2020/05/29/a-friendly-reminder/))…

Here’s Laura’s answer:

Netflix isn’t the real danger. The real danger is that without a physical separation between work and the rest of life, people won’t ever stop working—risking burnout, which has huge costs for employees and their organizations. Wise managers address this, rather than worrying that people will slack the second they aren’t being watched.

Asking employees how they are –how they really are– goes a long way in building rapport and establishing credibility.