Bad Managers Talk, Good Managers Write

The exemplary manager is often shown as the outgoing guy that gives his team pep talks and high fives. In truth, though, that stereotype couldn’t be farther from the truth.

To three highly effective, seasoned, and successful executives, being a good talker isn’t just overvalued, it can actually be detrimental. Rather, there’s a subtle, often-overlooked ability that’s one of the most vital skills you can have as a manager — the ability to write.

why good managers write

“Written communication to engineering is superior [to verbal communication] because it is more consistent across an entire product team, it is more lasting, it raises accountability.” 

Ben Horowitz, Andreessen Horowitz

When managers write, you create work product — white papers, product requirement documents, FAQs, presentations — that lasts and is accessible to everyone in the organization. From marketing to sales to QA to engineering, everyone has a document off which they can work and consult.

The upshot is that the manager also takes public responsibility for what happens when the rest of the team executes on the point of view taken by the documents. That ratchets up accountability through the organization.

To Horowitz, the distinction between written and verbal communication is stark and, in fact, it’s what separates the wheat from the chaff. Good managers want to be held accountable and aren’t looking for ways to weasel out of responsibility. And so, good managers write, while “[b]ad product managers voice their opinion verbally and lament … the ‘powers that be’.”

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The Most Charismatic Leaders Are People You’ve Never Heard of

evil queen from snow white

When you’re in charge, you get used enjoying feeling like the linchpin. Take co-founder and CEO of Menlo Innovations, Rich Sheridan, who used to think: “I liked being the person everyone came to…. There was glory to it. I felt like the smartest guy in the room.”

Back when he was a VP at a company called Interface Systems, he brought his eight-year-old daughter with him to work one day. Her candid observation about his job ended up completely transforming how he thought about management. When she told her dad that he must be very important — because “[a]ll day long… people came in here and asked you to make a decision for them. And you made a decision, and they went on their way” — that threw Sheridan for a loop.

He realized how this style of managing people created a system of bottlenecks and he began to conceive of the right way to manage as a decentralized, bottom-up approach of decision-making. Menlo Innovations now runs as a bossless organization, because being the smartest guy in the room was a liability.

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How Good Enough is Actually Optimal

Ten years ago, Jon Bell, now a designer at Twitter, told his wife that he’d be happy with how much he was making for the rest of his life.

I didn’t make much at the time. But that marked the day I began trying to fight back the impulse for “more” and instead try to discover how “enough” feels.

The conventional wisdom is that to be successful, you have to be really hungry for it, never content with mere sufficiency and outdoing everyone else. Surprisingly, Jon’s philosophy of aiming for enough is a better approach.

It all comes down to whether you’re a maximizer or a satisficer. A maximizer yearns for perfection — making the best decision after weighing all the choices while a satisficer goes for “good enough.” This doesn’t mean you have to settle for lower standards — but you do prevent yourself from “trying to maximize every single task outcome and ROI.”

maximizers vs satisficers

That’s why high achievers fall into the peculiar trap of getting mentally caught up in what you haven’t done — there’s always something else to be working on because it feels like, the more you do, the more you gain an edge. But focusing too hard on maximizing your productivity and choices can come at an ultimate cost to your time, health, and happiness.

Ironically, maximizing doesn’t lead to the optimal result.

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This One Word from Managers Helps Teams Work 48% Better

social context together

In many ways, work is getting increasingly solitary.

We’re rejecting meetings with colleagues as inefficient time-wasters where nothing gets done. Technology is mediating communication, replacing face-to-face interaction. Remote work means that we’re often physically alone even when we’re working on a team.

The upshot is that even when we’re working together with colleagues on a team, it can feel like we’re working alone. Yet social contexts can be powerful motivators at work. Without them, we can get disengaged and feel like our work doesn’t matter.

It turns out that, even in the absence of working physically together with a team, it’s possible to evoke the power of social context with one single word. Stanford psychologists discovered that saying this one word inspired individuals to work an incredible 48% harder by using social context to fuel intrinsic motivation.

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When CEOs Are Proud to Be Powerless

powerless ceo

At Menlo Innovations, a software company in Ann Arbor, bosses aren’t the major decision-makers — even over how to hire and fire.

When James Goebel and Richard Sheridan founded Menlo, they went all in on their ideas of decentralizing power and rethinking modern management that they’d implemented at a previous workplace. In doing so, they crafted a strong identity and culture at their new company. The “Menlo way” is remarkably open, collective, and democratic.

One of the best tests of those ideas took place when Goebel, who is the COO, had a niece, Erin, who worked as an admin at the company for a few months.

The company’s employees wanted to let her go — having collectively decided that nepotism wasn’t something that fit the Menlo way. Firing someone is always a serious decision, and firing the boss’s family member can be particularly thorny. But the rules applied equally — Goebel wasn’t able to object to the final decision to fire her. “Actually, my niece lives with me,” he told New York Magazine. “And she was really pissed….it was a little frosty for a while.”

For CEOs and bosses reinventing the traditional top-down way of running a company, being a strong leader means less power. Their proudest moment is when they are weakest.

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Managers, Expressing Gratitude Will Make You Feel Happier

gratitude managementTypical management advice suggests expressing gratitude in order to uplift your team.

Yet one of the most powerful effects of gratitude is that it makes the person giving gratitude — not the person receiving it — happier. In a Gallup poll, 95% of people said that expressing gratitude made them feel happy and 50% of them said that expressing gratitude made them feel extremely happy.

For managers, that unexpected fact turns the importance of gratitude on its head. When you express your gratitude, that will make your own manager happiness go up — which can set the tone for all of your managerial activities.

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How to Deal With a Bad Boss for the Sake of Your Happiness

bad boss from office space

Bad boss relationships run rampant, wreaking stress, demoralization, and dysfunction.

When psychologist Daniel Kahneman measured happiness levels through the course of the day, he found that among all daily events and interactions, the one thing that made people the most unhappy was spending time with their boss. It doesn’t just end there. According to psychologist Robert Hogan, 75% of people say the worst, most stressful part of their job, is “their immediate boss.”

This post isn’t for all you bosses out there. This is for all you sufferers of bad bosses everywhere. You aren’t doomed to unhappiness and feeling frustrated, anxious, and put down, as long as you’re ready to step up to the plate.

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The Unexpected Naming Trick that Launched Amazon Out of Obscurity

naming your company like amazon

Amazon.com wasn’t the company’s originally conceived name.

The first name that Jeff Bezos chose for his new online bookseller was Cadabra, short for Abracadabra. But he found out quickly that Cadabra wouldn’t work. When he told the name to his lawyer over the phone, the lawyer replied incredulously, “Cadaver?”

He toyed with a few other names — MakeItSo, Relentless, Awake, Browse, and Bookmall — before finally settling on Amazon.com.

Bezos chose the name Amazon for two reasons. First, the Amazon River is Earth’s largest river and he intended to create Earth’s largest bookstore. “This is not only the largest river in the world, it’s many times larger than the next biggest river,” Bezos said. “It blows all other rivers away.”

The second reason Bezos chose “Amazon” seemed like an incidental thought at the time, but it turned out to be a surprisingly important driver of early growth — one that launched Amazon.com out of obscurity into becoming a billion dollar company.

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How to Short-Circuit Procrastination by Starting Before You’re Ready

stop procrastinating ruleThe time between intention and action can be unending.

Whether it’s getting around to joining that gym or applying to a job — you can be in a zone of perpetual procrastination I call “yet” in which there’s lots of time “researching” on the internet. Whether it’s a trivial or life decision, when you get in this zone, you’re mostly left overwhelmed, tired, and discouraged — all before you’ve even started.

Louis C.K. is one of the most prolific comedians today, who also writes, edits, produces, and stars in his critically acclaimed TV show Louie. He credits the way he keeps moving forward to a system he came up with for avoiding analysis paralysis and this zone of yet.

He calls it his 70% rule of decision-making, and it kicks him into action when there’s that irresistible call to procrastinate that leads to opportunities slipping by.

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3 Radical Habits of Highly Successful Remote Teams

remote work

Working remotely requires a totally different approach from how we’ve come to define our workday. We’re so used to the commutes, having to deal with our cubicle neighbor, the water cooler chats, and shuffling in and out of meetings. That’s the way we know how to get stuff done. Removed from shared physical spaces, remote teams have none of that.

The physical workspace — from layout to furniture configurations to break-room — create a certain working environment that affects how you communicate and collaborate. Without those traditional areas in play, remote teams face a tougher challenge of figuring out how to work together, simply because there’s no conventional wisdom to lean on, no way to bump into someone on your way to the bathroom, no coffee break to take together.

But necessity is the mother of invention, and that’s why the most successful remote teams are reinventing how to work together with methods you might consider extreme or crazy.

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