- Hire people who like to work hard and who have something to prove.
- Encourage people to own and manage large blocks of their own time, and give people time to think and make thinking part of the job—not extra.
- Let people rest. Encourage them to go home at sensible times. If they work late give them time off to make up for it.
- Aim for consistency. Set emotional boundaries and expectations, be clear about rewards, and protect people where possible from crises so they can plan their time.
- Make their success their own and credit them for it.
- Don’t promise happiness. Promise fair pay and good work.
All killer, no filler
This short posts cites a talk entitled 10 Timeframes given by Paul Ford back in 2012:
Ford asks a deceivingly simple question: when you spend a portion of your life (that is, your time) working on a project, do you take into account how your work will consume, spend, or use portions of other lives? How does the ‘thing’ you are working on right now play out in the future when there are “People using your systems, playing with your toys, [and] fiddling with your abstractions”?In the talk, Ford mentions that in a 200-seat auditorium, his speaking for an extra minute wastes over three hours of human time, all told. Not to mention those who watch the recording, of course.
When we’re designing things for other people, or indeed working with our colleagues, we need to think not only about our own productivity but how that will impact others. I find it sad when people don’t do the extra work to make it easier for the person they have the power to impact. That could be as simple as sending an email that, you know, includes the link to the think being referenced. Or it could be an entire operating system, a building, or a new project management procedure.
I often think about this when editing video: does this one-minute section respect the time of future viewers? A minute multiplied by the number of times a video might be video suddenly represents a sizeable chunk of collective human resources. In this respect, ‘filler’ is irresponsible: if you know something is not adding value or meaning to future ‘consumers,’ then you are, in a sense, robbing life from them. It seems extreme to say that, yes, but hopefully the contemplating the proposition has not wasted your time.My son's at an age where he's started to watch a lot of YouTube videos. Due to the financial incentives of advertising, YouTubers fill the first minute (at least) with tell you what you're going to find out, or with meaningless drivel. Unfortunately, my son's too young to have worked that out for himself yet. And at eleven years old, you can't just be told.
In my own life and practice, I go out of my way to make life easier for other people. Ultimately, of course, it makes life easier for me. By modelling behaviours that other people can copy, you’re more likely to be the recipient of time-saving practices and courteous behaviour. I’ve still a lot to learn, but it’s nice to be nice.
Source: James Shelley (via Adam Procter)
All killer, no filler
This short posts cites a talk entitled 10 Timeframes given by Paul Ford back in 2012:
Ford asks a deceivingly simple question: when you spend a portion of your life (that is, your time) working on a project, do you take into account how your work will consume, spend, or use portions of other lives? How does the ‘thing’ you are working on right now play out in the future when there are “People using your systems, playing with your toys, [and] fiddling with your abstractions”?In the talk, Ford mentions that in a 200-seat auditorium, his speaking for an extra minute wastes over three hours of human time, all told. Not to mention those who watch the recording, of course.
When we’re designing things for other people, or indeed working with our colleagues, we need to think not only about our own productivity but how that will impact others. I find it sad when people don’t do the extra work to make it easier for the person they have the power to impact. That could be as simple as sending an email that, you know, includes the link to the think being referenced. Or it could be an entire operating system, a building, or a new project management procedure.
I often think about this when editing video: does this one-minute section respect the time of future viewers? A minute multiplied by the number of times a video might be video suddenly represents a sizeable chunk of collective human resources. In this respect, ‘filler’ is irresponsible: if you know something is not adding value or meaning to future ‘consumers,’ then you are, in a sense, robbing life from them. It seems extreme to say that, yes, but hopefully the contemplating the proposition has not wasted your time.My son's at an age where he's started to watch a lot of YouTube videos. Due to the financial incentives of advertising, YouTubers fill the first minute (at least) with tell you what you're going to find out, or with meaningless drivel. Unfortunately, my son's too young to have worked that out for himself yet. And at eleven years old, you can't just be told.
In my own life and practice, I go out of my way to make life easier for other people. Ultimately, of course, it makes life easier for me. By modelling behaviours that other people can copy, you’re more likely to be the recipient of time-saving practices and courteous behaviour. I’ve still a lot to learn, but it’s nice to be nice.
Source: James Shelley (via Adam Procter)
Irony doesn't scale
Paul Ford is venerated in Silicon Valley and, based on what I’ve read of his, for good reason. He describes himself as a ‘reluctant capitalist’.
In this post from last year, he discusses building a positive organisational culture:
A lot of businesses, especially agencies, are sick systems. They make a cult of their “visionary” founders. And they keep going but never seem to thrive — they always need just one more lucky break before things improve. Payments are late. Projects are late. The phone rings all weekend. That’s not what we wanted to build. We wanted to thrive.He sets out characteristics of a 'well system':
Ford makes the important point that leaders need to be seen to do and say the right things:
I’m not a robot by any means. But I’ve learned to watch what I say. If there’s one rule that applies everywhere, it’s that Irony Doesn’t Scale. Jokes and asides can be taken out of context; witty complaints can be read as lack of enthusiasm. People are watching closely for clues to their future. Your dry little bon mot can be read as “He’s joking but maybe we are doomed!” You are always just one hilarious joke away from a sick system.It's a useful post, particuarly for anyone in a leadership position.
Source: Track Changes (via Offscreen newsletter /48)