duminică, 28 februarie 2016

Seth's Blog : The irrational thing about trust



The irrational thing about trust

The obvious and rational equation is that being trustworthy plus being transparent will lead you to be trusted. Verification of trustworthiness should lead to trust.

This makes sense. Being trustworthy (acting in a way that's worthy of trust) plus being transparent so that people can see your trustworthiness—this should be sufficient.

How then, do we explain that brands like Coke and Google are trusted? The recipe is secret, the algorithm is secret, and competitors like DuckDuckGo certainly act in a more trustworthy way.

In fact, trust often comes from something very different. It's mostly about symbols, expectations and mystery.

Consider the relationship you might enter into if you need surgery. You trust this woman to cut you open, you're putting your life in her hands... without the transparency of seeing all of her surgical statistics, interviewing all previous patients, evaluating her board scores.

Instead, we leap into surgery on the basis of the recommendation from one doctor, on how the office feels, on a few minutes of bedside manner. We walk away from surgery because of a surly receptionist, or a cold demeanor. 

The same is true for just about all the food we eat. Not only don't we visit the slaughterhouse or the restaurant kitchen, we make an effort to avoid imagining that they even exist.

In most commercial and organizational engagements, trust is something we want and something we seek out, but we use the most basic semiotics and personal interactions to choose where to place our trust. And once the trust is broken, there's almost no amount of transparency that will help us change our mind.

This is trust from ten thousand years ago, a hangover from a far less complex age when statistical data hadn't been conceived of, when unearthing history was unheard of. But that's now hard-wired into how we judge and are judged.

Quick test: Consider how much you trust Trump, or Clinton, Cruz or Sanders, Scalia or RBG. Is that trust based on transparency? On a rational analysis of public statements and private acts? Or is it more hunch-filled than that? What are the signals and tropes you rely on? Tone of voice? Posture? Appearance? Would more transparency change your mind about someone you trust? What about someone you don't? (Here's a fascinating story on that topic, reconstructed and revealed).

It turns out that we grab trust when we need it, and that rebuilding trust after it's been torn is really quite difficult. Because our expectations (which weren't based on actual data) were shown to be false.

Real trust (even in our modern culture) doesn't always come from divulging, from providing more transparency, but from the actions that people take (or that we think they take) before our eyes. It comes from people who show up before they have to, who help us when they think no one is watching. It comes from people and organizations that play a role that we need them to play.

We trust people based on the hints they give us in their vocal tones, in the stands they take on irrelevant points of view and yes, on what others think.

Mostly, people like us trust people like us.

The mystery that exists in situations without full transparency actually amplifies those feelings.

I'm worried about two real problems, each worse than the other:

a. The trustworthy person or organization that fails to understand or take action on the symbols and mysteries that actually lead to trust, and as a result, fails to make the impact they are capable of. 

b. The immoral person or organization who realizes that it's possible to be trusted without actually doing the hard work of being trustworthy.

We may very well be moving toward a world where data is the dominant way we choose to make decisions about trust. In the meantime, the symbols and signals that mesh with our irrational worldviews continue to drive our thinking.

       

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luni, 22 februarie 2016

Seth's Blog : Managing the very small business



Managing the very small business

How do you find, lead and manage employees in a tiny business (two to nine people)?

This is an organization that's bigger than a solo operation, but it almost certainly involves everyone reporting to the boss.

Consider three options:

A team of equals: This is an organization staffed with people who have particular skills, skills that you don't have. This is the Beatles. Or a three-person design firm in which each person is more skilled than the others in a specialty.

These organizations will never get big, and that's fine. They are cooperatives of artisans, and two things have to happen for them to work. First, team members have to be truly gifted, as the entire enterprise depends on the unique qualities of each individual. That means that hiring and ongoing improvement are essential. Second, the 'boss' has to be a coordinator, not an iron-fisted dictator.

The pitfall: Sometimes talented equals forget that the key to their job is coordination, which often means letting someone else lead. And sometimes talented people come to believe that being a prima donna makes one more talented.

Fellow travelers: This is a group of people with similar goals, approaches and perceptions. As a result, the boss can say, "use your best judgment" and the right thing happens. This group is led more than managed. The good news is that it's possible to train people to see and to care.

The pitfall: this isn't fast, easy or cheap. Businesses often fail to spend the time and money to recruit, hire and train fellow travelers, instead, hiring what they can and then being disappointed when they try to lead.

Industrialized employees: These are cogs in the system, people who want to be told what to do, who are hired and trained to obey. These are jobs that get outsourced or people who work cheap. This team needs a manager, a manager patient enough to instruct, teach and measure.

The pitfall: Sometimes the boss is also busy getting new business, inventing new products and generally engaged outside the organization. As a result, he is hoping that he's the leader of fellow travelers, but of course he never built that organization, so he's disappointed, over and over.

       

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joi, 18 februarie 2016

Seth's Blog : A manifesto for small teams doing important work



A manifesto for small teams doing important work

We are always under tight deadlines, because time is our most valuable asset.

If you make a promise, set a date. No date, no promise.

If you set a date, meet it.

If you can't make a date, tell us early and often. Plan B well prepared is a better strategy than hope.

Clean up your own mess.

Clean up other people's messes.

Overcommunicate.

Question premises and strategy.

Don't question goodwill, effort or intent.

"I'll know it when I see it," is not a professional thing to say. Describing and discussing in the abstract is what we do.

Big projects are not nearly as important as scary commitments.

If what you're working on right now doesn't matter to the mission, help someone else with their work.

Make mistakes, own them, fix them, share the learning.

Cheap, reliable, public software might be boring, but it's usually better. Because it's cheap and reliable.

Yesterday's hierarchy is not nearly as important as today's project structure.

Lock in the things that must be locked in, leave the implementation loose until you figure out how it can get done.

Mostly, we do things that haven't been done before, so don't be surprised when you're surprised.

Care more.

If an outsider can do it faster and cheaper than we can, don't hesitate.

Always be seeking outside resources. A better rolodex is better, even if we don't have rolodexes any more.

Talk to everyone as if they were your boss, your customer, the founder, your employee. It's all the same.

It works because it's personal.

       

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