Posts from — January 2010

How’s this for derivative inspiration? This post is a reaction to John Gruber’s summary of the New York Times’ preview of the new Apple “Device”

Apple seems to serve the will of its customers. It recognizes that customers will find a way to get desired content with the least amount of friction possible. With music they adopted the download behavior of their customers, but monetized it in a fashion that replaced existing illegal and non-monetized methods.

Usually industry execs in the “media sphere” tend to come from that world, and see things only through that lens. They view their customers as criminals always trying to find a way to steal from them. Apple views their customers as Gods, because for a very long time they had so few.

This isn’t to say that Apple pulls a Microsoft or HP and focus groups the hell out of a product. Apple makes products they and their families would like to use and be proud of—that’s a focus group with accountability.

Sure Jobs has a bit of a diva complex and an RDF, but in some weird cosmic way, his pride is actually one of his best assets, contagious but not at all toxic. Think about Pixar. Jobs bought the company from George Lucas and hired people who had a passion for telling stories they could be proud of. Pride in the Jobsian sense is something for which you’re willing to put your name on the line and share it with those close to you. I mean, there’s a reason why Pixar ends their credits with a list of “production babies”; Pixar movies are a family affair from conception to completion to consumption.

If only normal CEO pride was this burdened with humility, and not ego[1]. Bill Gates is probably the only other industry exec that gets it. Sadly it didn’t happen with Microsoft (too big to fail?), but you see it every day in Gates’ foundation work. He’s proud of his work, of his team, and the legacy he’s leaving behind.

Simply, pride for these two men can be distilled into the question: “have I helped make the world a better place?”

1. – This, again, is not to say Jobs or Gates lack ego. They have plenty to go around. It’s just used appropriately: to do well by their customers and by their legacy.

This is a response to Grant McCracken’s post “The Problem of Forced Fun” found at the Harvard Business Review.

I think the word Grant McCracken is searching for is Trust. Leaders need to Trust the people they work with, and everything else falls in to place. If you trust that your teammates will make the best decision, and that it’s their reputation on the line (as well as the org’s), chances are they’ll err towards authenticity.

The lack of trust leads to corporate mandates: the minimum flair, the customer service guidelines, the… failed decisions of an executive body out of touch with their audience.

I think we can get back to trust when we shrink the size of the organization. Large organizational bodies trend toward mandates, SOPs, memos, and bureaucratic bullshit. Smaller organizations have to trust everyone on board, also removing anonymity. Mediocre people thrive on the anonymity of a large organization; the ability to do the bare minimum, follow and blame the rules, and clock out at the end of the day appeals to those of us who don’t want to deal.

As a customer, I’ll trust the employee who rolls her eye at the corporate “bon homie” and makes a decision on my behalf, before the employee who flashes his Cheshire smile.

Who would you trust?