Grief is inevitable. Unresolved grief doesn’t have to be. To overcome grief, leaders must become consciously aware of the problem; accept the pain of the loss; and take actions to first let go of the past, and then to find new meaning from the experience.
The outward shift described here resonates with me as an action I can take every day. Under my control to break the inner gaze — the running loop of emotions in my mind — with frequent pauses to stop the cycle. Like an athlete would: train, play, rest, and recuperate to replace depleted energy. Same thing, but mentally.
Opening up emotionally allows those who have suffered from unresolved grief to restart the process of bonding with other people. As their focus shifts outward, their internal dialogue shifts from defensive to positive. This brings calm, clarity, gratitude, and even playfulness.
Thought-provoking prompt from McKinsey for anyone feeling overwhelmed, grief-sick, and exhausted: Hidden perils of unresolved grief. Food for thought for leaders and our teammates alike. “Grief can be a creative force that turns loss into inspiration.”
When analyzing my work with teams, projects, and my own contributions I often try to find the bottleneck in the system. What’s blocked? How could we move faster? What’s are the important decisions?
Kathleen Eisenhardt is a professor at Stanford University who dives deep into these questions, and more. Below are two examples that share insights from her work around complex systems, decision making, and how simple rules can make all the difference.
Phil Knight: “We have so much opportunity, but we’re having a terrible time getting managers who can seize the opportunities. We try people from the outside, but they fail, because our culture is so different.” Mr. Hayami: “See those bamboo trees up there?” “Yes.” “Next year they will be one foot higher.”
I understood. When I returned… I tried hard to cultivate and grow the management team we had, slowly, with more patience, with an eye toward more training and more long-term planning. I took the wider, longer view. It worked.
Nike founder Phil Knight describing a learning moment in his memoir Shoe Dog.
Love this view of better results from growing leaders up from the people already around you, slowly and surely building a strong bench. Not simply expecting new faces to show up and solve everything.
Automattic is hiring engineers across mobile and web, frontend and backend. Recently we partnered with Key Values to highlight our top values, from open communication and open source all the way to flexible work location and a focus on teams.
Top values include:
Open communication: As a distributed company, communication is our oxygen.
Open source contributor: We believe open source is one of the most powerful ideas of our generation.
Committed to personal growth: The first line of our creed: “I’ll never stop learning.”
Flexible work arrangements: Set up remotely in a way that works for you — and take the time off you need.
High employee retention: Automattic employees tend to stay at Automattic: Our retention rate for Code Wranglers and JS Engineers is 86% over the last 5 years.
Heavily team oriented: Teams are how we organize our work, communication, meetups, and impact.
Engages with community: We are more motivated by impact than money.
Engineering-driven: First and foremost, we are an engineering company. Engineers are the ambassadors of our company and community.
Tips from my coworker and prodigious mobile app maker Aaron Douglas on being mindful during video calls. Great tips, not just for remote workers, either. “I’ve come up with a bunch of little tweaks to help with attentiveness and mindfulness during the call. It is important to show you’re listening.”
Working remote means I’m on a lot of video calls. I’ve come up with a bunch of little tweaks to help with attentiveness and mindfulness during the call. It is important to show you’re listening.
Look at the camera often
When you’re in person you look at people’s eyes to show them you’re listening. Doing that on a video call requires a bit of counter-intuitive body language by looking at the camera. You won’t be looking at the person but they’ll see you looking directly at them. It’s a subtle difference but I’ve found it highly effective.
Also try to place the video call window up the screen towards the camera. Also decrease the size of the window so the person’s eyes are naturally closer to the top of the window (closer to the camera). When you’re not looking at the camera while the person is speaking it’ll still look…
I took part in the 20th altMBA group, April–May 2018. A wonderful experience! I highly recommend it for folks looking to challenge themselves, grow into leadership, and meet motivated folks with a similar mindset.
The altMBA is an intensive, 4-week online workshop designed by Seth Godin for high-performing individuals who want to level up and lead.
I found the course a larger time commitment than expected, much more than 2-3 nights a week and all day Sunday. Ended up being every day for me, at least a few hours of homework, if not more. The main task of the smaller group you’re assigned is to review each others’ work—three to four homework assignments a week. My altMBA experience, like many things in life, gave me back much more when I put in more.
What I didn’t expect was that shipping my homework wasn’t all; I also reviewed and commented on my group members’ work, then had two more steps for each assignment: rewrite mine again based on the feedback, and then publish it publicly.
The small group cohort style and tools are familiar to those working remotely at a company like Automattic: Zoom, Slack, WordPress. There are coaches that help out at various times, but most of it is self-study or a small group effort. The altMBA team sends you a box of books ahead, and if I had to do it over, I’d read them more carefully. I referenced them a ton during the coursework and group sessions—and have continued to use many of the books as a reference.
Overall, the course was worth the investment in my case. I still keep in touch with my small group, including on the alumni website, and made a few great friends there. People still connect with me on LinkedIn to share stories, ask for advice, and check in on the work I shared—much of which related to taking bigger steps in my career. Indeed, the “forced” growth via the exercises and homework became essential to taking a bigger leap at work last year. I’m grateful.
In a brainstorming exercise with my group at the altMBA, I expected to dive deep into the work, tuning our understanding of business models while working under pressure to create as many ideas as possible in a short time. We did just that, relishing our creativity and ingenuity.
Yet the most satisfying outcome wasn’t how deep or wide we ranged as much as the practice of creating the right space for it to happen. Allowing discovery, allowing the best work to shine through. The moment created by the creative space was the true prize.
In our session there grew a playfulness and a natural building up of ideas as serendipitous intersections occurred where a concept, channel, or stream could be cloned to adapt to a new business idea. Growing, it created momentum and provided a sense of space — room to roam.
The diversity of the team made for richer output as we kept exploring. Ideas born from one member cloned rapidly into new ones by tapping into our backgrounds, affinities, and environments. Though we started together pitching and editing out loud, it was slow going. The pace accelerated only after a 45-minute switch to brainwriting, writing solo to bring more life to the list. We successfully avoided the problem of “one loud voice” by taking turns narrating and typing.
Creating the space to run together started with finding a format that built enough structure without slowing us down. We later dubbed this the napkin sketch for its simplicity.
The napkin sketch technique produces a great number of ideas without too much detail. Just enough to explain a business idea or “micro” business model to a friend in plain English.
Here’s how it works:
Outline and pitch the business idea.
Detail the basics only: value proposition, market, costs, and revenue.
If you feel a spark, clone the sketch and adapt it.
Repeat until you run out of ideas.
If you freeze an idea too quickly, you fall in love with it. If you refine it too quickly, you become attached to it and it becomes very hard to keep exploring, to keep looking for better. The crudeness of the early models in particular is very deliberate. — Jim Glymph, architect
Jim Glymph (Gehry Partners, architects 1990–2007) explains the value of crude early models—what my altMBA group called “Napkin sketches.
Originally posted on Medium—and if Matt’s reading this, it’s required for the course. 🙃
Why a Flat Organizational Structure will Fail as You Grow is an insightful and thought-provoking study from Lighthouse, a software tool for managers. Keeping in mind when considering any decision that someone else — somewhere before — solved the same issue. From my personal workflow, to team processes and habits, all the up to key decisions on company structure.
There are a few advantages and many disadvantages to a flat organizational structure as you grow. We share how growth breaks a flat organizational structure
…if you think it’s a good use of your time to try to innovate in employee on-boarding, performance feedback, quarterly reviews, promotions or weekly all hands meetings, you are mistaken at best and destroying your company at worst.
Call ten friends who work at great companies and crowd source the best practices. These best practices are widely understood and broadly implemented, and the differences are minimal or arguably irrelevant.
What makes a company or product unique? What makes it exceptional? Even though we should continually seek to improve, a strong legacy most likely won’t come from rethinking the 1-1 check-in chat, how we process payroll, or even our technical toolkit.
By modeling organizational excellence on what is already known to work everywhere else we can focus our creativity and innovation on improving the product experiences that help our customers succeed.
Note: My colleague Cate points out that the origins of most technology company practices are outlined in Andy Grove’s classic book High Output Management (1983), describing how to build and run a company.