It’s a good lesson: You’re not just sending out a message externally, you’re sending one out internally too. If your employees don’t believe it, the whole plan falls apart.
That’s one reason why Apple sells Apple to its employees as strongly as it sells Apple to its customers [Signal vs. Noise]. Two commenters there gave an interesting A-B comparison on this idea. Ex-Apple employee Stuart Montgomery wrote:
I used to work at one of Apple’s retail stores and can totally affirm this. They do an excellent job of marketing to their own people, which just keeps the enthusiasm for the company at a constant high. And as I learned working at the store, enthusiasm is contagious; if the employees are excited about the product, the customers are going to be excited about the product as well.
Counter that with former GM employee Harlo’s story:
Similarly, many years ago i worked at GM headquarters. Walking in to the office and trudging my way up to the cube farm – even in my daily tasks – you’d never know that GM made cars. I’ve always considered it the primary reason the American auto industry is falling apart.
Want your customers to be excited about what you sell? Start by making sure your employees are excited about it.
Tuesday, June 21, 2011
Start by making sure your employees are excited about it.
You can code. They cannot. That is pretty damn cool.
Programming as an intellectual activity is the only art form that allows you to create interactive art. You can create projects that other people can play with, and you can talk to them indirectly. No other art form is quite this interactive. Movies flow to the audience in one direction. Paintings do not move. Code goes both ways.
Programming as a profession is only moderately interesting. It can be a good job, but if you want to make about the same money and be happier, you could actually just go run a fast food joint. You are much better off using code as your secret weapon in another profession.
People who can code in the world of technology companies are a dime a dozen and get no respect. People who can code in biology, medicine, government, sociology, physics, history, and mathematics are respected and can do amazing things to advance those disciplines.
Of course, all of this advice is pointless. If you liked learning to write software with this book, you should try to use it to improve your life any way you can. Go out and explore this weird wonderful new intellectual pursuit that barely anyone in the last 50 years has been able to explore. Might as well enjoy it while you can.
Finally, I will say that learning to create software changes you and makes you different. Not better or worse, just different. You may find that people treat you harshly because you can create software, maybe using words like "nerd". Maybe you will find that because you can dissect their logic that they hate arguing with you. You may even find that simply knowing how a computer works makes you annoying and weird to them.
To this I have one just piece of advice: they can go to hell. The world needs more weird people who know how things work and who love to figure it all out. When they treat you like this, just remember that this is your journey, not theirs. Being different is not a crime, and people who tell you it is are just jealous that you have picked up a skill they never in their wildest dreams could acquire.
You can code. They cannot. That is pretty damn cool.
Friday, June 3, 2011
We have been training leaders who only know how to keep the routine going
I tell you this to forewarn you, because I promise you that you will meet these people and you will find yourself in environments where what is rewarded above all is conformity. I tell you so you can decide to be a different kind of leader. And I tell you for one other reason. As I thought about these things and put all these pieces together—the kind of students I had, the kind of leadership they were being trained for, the kind of leaders I saw in my own institution—I realized that this is a national problem. We have a crisis of leadership in this country, in every institution. Not just in government. Look at what happened to American corporations in recent decades, as all the old dinosaurs like General Motors or TWA or U.S. Steel fell apart. Look at what happened to Wall Street in just the last couple of years.
Finally—and I know I’m on sensitive ground here—look at what happened during the first four years of the Iraq War. We were stuck. It wasn’t the fault of the enlisted ranks or the noncoms or the junior officers. It was the fault of the senior leadership, whether military or civilian or both. We weren’t just not winning, we weren’t even changing direction.
We have a crisis of leadership in America because our overwhelming power and wealth, earned under earlier generations of leaders, made us complacent, and for too long we have been training leaders who only know how to keep the routine going. Who can answer questions, but don’t know how to ask them. Who can fulfill goals, but don’t know how to set them. Who think about how to get things done, but not whether they’re worth doing in the first place. What we have now are the greatest technocrats the world has ever seen, people who have been trained to be incredibly good at one specific thing, but who have no interest in anything beyond their area of expertise. What we don’t have are leaders.