Selling the Problem

Most managers and leaders put 10 percent of their energy into selling the problem and 90 percent into selling the solution to the problem. People aren't in the market for solutions to problems they don't see, acknowledge and understand. They might even come up with a better solution than yours. Then you won't have to sell it, the solution will be theirs.

William Bridges, Managing Transitions

15 Articles about how AI is Impacting Jobs

17 Articles about the Business of Running an AI

Battling Tradition in a Organization

Without understanding that a tradition is an outdated way to fulfill a good intent, you will just ignore or fight it. But, armed with that understanding, you can argue with tradition — debating what needs to stay and what has to change — precisely in order to keep the organization’s intent alive.

Gianpiero Petriglieri writing in the Harvard Business Review

The best strategy for persuading others to help you achieve something

Let's say you're considering a wonderful business opportunity, but you also face challenges.

The average leader might gather the team and explain why it's such a great opportunity for the company. The emotionally intelligent leader, however, skips much of that, and frames everything from the point of view of his or her team:

1. First, what the opportunity means for everyone together,

2. Second, what it means for individual contributors, and

3. Finally, what's needed from each person to reach the goal.

The hard part is that it takes more time to think about all of these angles and to craft the right message. On top of all of that, you have the challenge of being brief. But, when done right, you also get the benefit of being far more likely to achieve your goals.

Bill Murphy, Jr. writing in his newsletter

Hiring a disruptor

Peripheral leaders who operate at the geographical and cultural margins of an organization, often see disruption coming much earlier than those at the center. The same leaders are also, research shows, most likely to come up with innovative ideas. But to the leaders at the core of the organization, the concerns of those at its periphery often seem premature and exaggerated, and their plans far too risky.

Hiring a disruptor can be a conservative move, an unconscious way to prove the power of traditions and blame someone else’s style for our irrational investment in them. Any aspiring disruptor who does not get a handle on this dynamic is at risk of being set up. Picking an outsider to deliver, or more precisely embody, that message makes it easier to dismiss the message.  

Gianpiero Petriglieri writing in the Harvard Business Review

Businesses Blaming the AI

Bosses have certain goals, but don’t want to be blamed for doing what’s necessary to achieve those goals; by hiring consultants, management can say that they were just following independent, expert advice. Even in its current rudimentary form, A.I. has become a way for a company to evade responsibility by saying that it’s just doing what “the algorithm” says, even though it was the company that commissioned the algorithm in the first place. 

Ted Chiang writing in The New Yorker

A Work Performance Predicter

Last summer, Gallup released the results of a survey that asked employees whether they had a "best friend" at work. In short, only 2 out of 10 employees said they "strongly agree" with the idea that they do in fact have one.

The idea is "controversial," according to Gallup. "But one stubborn fact about this element of engagement cannot be denied: It predicts performance." 

Specifically, Gallup says answering yes to the "best friend at work" question" can help with other specific areas of employee and engagement, including whether employees reported liking their coworkers in general, being recognized for success, and even just whether they "had a lot of enjoyment" at work on a given day.

Bill Murphy writing in his newsletter Understandably

When to Ignore The Customers

In 2009, Walmart lost a tremendous amount of money after having launched “an uncluttering project” and asking their customers whether they’d like “Walmart aisles to be less cluttered?”. An obvious “yes” costed the corporation a billion dollars: sure, customers were happy to see clean isles, but the sales quickly went down.

There are good examples when listening to what the customer wants leads to wrong conclusions: take a New Coke or a 1992 Shevy Caprice for example. Sometimes, running focus groups, testing in the usability lab, facilitating interviews may yield misleading results. Sometimes, ignoring what your customers say is the best course of action.

Kristian Mikhel writing in the UX Collective

The Secret of Success

Survivorship bias pulls you toward bestselling diet gurus, celebrity CEOs, and superstar athletes. You look to the successful for clues about the hidden, about how to better live your life, about how you too can survive similar forces against which you too struggle. Colleges and conferences prefer speakers who shine as examples of making it through adversity, of struggling against the odds and winning.  

The problem here is that you rarely take away from these inspirational figures advice on what not to do, on what you should avoid, and that’s because they don’t know. Information like that is lost along with the people who don’t make it out of bad situations or who don’t make it on the cover of business magazines – people who don’t get invited to speak at graduations and commencements and inaugurations. 

The actors who traveled from Louisiana to Los Angeles only to return to Louisiana after a few years don’t get to sit next to James Lipton and watch clips of their Oscar-winning performances as students eagerly gobble up their crumbs of wisdom. In short, the advice business is a monopoly run by survivors. As the psychologist Daniel Kahneman writes in his book Thinking Fast and Slow, “A stupid decision that works out well becomes a brilliant decision in hindsight.”

Before you emulate the history of a famous company, Kahneman says, you should imagine going back in time when that company was just getting by and ask yourself if the outcome of its decisions were in any way predictable. If not, you are probably seeing patterns in hindsight where there was only chaos in the moment. He sums it up like so, “If you group successes together and look for what makes them similar, the only real answer will be luck.” 

Entrepreneur Jason Cohen, in writing about survivorship bias, points out that since we can’t go back in time and start 20 identical Starbucks across the planet, we can never know if that business model is the source of the chain’s immense popularity or if something completely random and out of the control of the decision makers led to a Starbucks on just about every street corner in North America. That means you should be skeptical of any book promising you the secrets of winning at the game of life through following any particular example.

David McRaney Read more here