When looking at people who are using your software the "wrong" way, it's just so hard resisting this impulse to reach out and tell them, "Don't do this! Do that instead!" - yet the best way to learn is to keep your mouth shut and keep observing. Taking a step back to put yourself in the shoes of your users is tough, but the benefits are worth it every step of the way.
Aaron : That’s the 30- and 40- years of software trauma that people are dealing with. Which is why I think people are still amazed every time something works. A little bit amazed.
Paul : You know what, though? I’ll tell you. The one real advantage of having a Ph.D. in computer science is you don’t blame yourself. Because you can say, “This is really hard and painful for me.” And instead of stopping at that point, you can say, “And I have a Ph.D. in computer science, so here’s an interesting data point. That means it’s probably too hard and painful for almost everyone,” right? Except the people who wrote it.
Aaron : Right. Because they know all of the quirks and all of the tricks, and they internalize that.
Paul : Yeah. Well, that’s why it’s really useful to go and watch your users use your stuff. If you build something for users, go and stand behind them. And my God, it is so hard to say, “Oh, no, don’t do that. Just click on that obvious button right in front of you. What are you doing?” It’s not so obvious.
Aaron : Why do you think people have such a hard time taking that step and actually going and spending time with their users?
Paul : I think because they think they know what their users are already like. And they don’t realize how different they are. And boy, let me tell you, direct marketers are very different from programmers.
I read "Traction" by Gabriel Weinberg and Justin Mares over the Christmas holidays. The book is full of interesting and relevant advice for startups looking to find and build an audience for their product. In short, they recommend going through a 5-steps process called the "Bullseye framework" in order to identify which distribution channel is the best for your company at a given point in time. The five steps are the following:
- Brainstorm: find a reasonable way you could use each of the 19 traction channels they present
- Rank: order your ideas from most to least compelling
- Prioritize: identify your top 3 most promising channels
- Test: run an experiment for each of the 3 channels
- Focus: direct all of your effort towards the selected channel
They go on to introduce the concept of "critical path": the key steps you have to follow in order to reach your traction goal. The key is to stay on the path until you've reached your goal:
While I agree with this line of thinking, I've found it very difficult to apply it in practice. Forcing yourself to use one single channel is hard and triggers a lot of discussions: "Should we really stop going to events X and Y to do just online ads? Those events have been a big source of leads for us in the past!". In any case, forcing yourself to give a hard look at your various traction channels on a regular basis is an interesting and useful exercise.
I have been reading Work Rules by Laszlo Bock lately. Chapter 8, dubbed "The Two Tails", addresses the topic of performance repartition across employees. Laszlo observes that though some attributes (such as employee height) are distributed according to a normal repartition, others (such as employee performance) follow a power law:
What's interesting is that I observed the same phenomenon taking place with content I've been posting to various online services. Incidentally, it's also something Paul Graham observed about startup investing:
The two most important things to understand about startup investing, as a business, are (1) that effectively all the returns are concentrated in a few big winners, and (2) that the best ideas look initially like bad ideas.
In startups, the big winners are big to a degree that violates our expectations about variation. I don't know whether these expectations are innate or learned, but whatever the cause, we are just not prepared for the 1000x variation in outcomes that one finds in startup investing.
For instance, my top-viewed answer on Quora (out of 225) has been viewed 4 times as much as my next best one, and close to 20 times as much as my 20th most-viewed answer (note: this graph does not show a power law distribution, it only illustrates the relative audience size for each answer):
It's even worse on Slideshare (though the sample size is much smaller, only 7 presentations), where my top presentation strongly dominates the 6 others (note: same here, this graph does not show a power law distribution, it only illustrates the relative audience size for each presentation):
On a related note, most of the contact & consulting requests I receive come after someone saw that specific presentation.
What I find particularly enlightening is that I would most likely not have been able to predict in advance that a specific piece of content would resonate so much more than most others. In addition to this, online content can take a life of its own a long time after it was initially published. Case in point: my top Quora answer started getting a lot of views 18 months after I initially wrote it.
Said differently, if you're trying to build an audience, it's important to publish new things on a regular basis, but also to invest as much as possible in your winners, since those are the pieces of content that are going to have the greatest ROI for you. That's counter-intuitive to most people. Says Paul Graham:
Not all pieces of online content are born equal. Act accordingly!
To succeed in a domain that violates your intuitions, you need to be able to turn them off the way a pilot does when flying through clouds. You need to do what you know intellectually to be right, even though it feels wrong.
A while ago, I wrote an answer to a question I found interesting on Quora. This was far from the first time - I have written over 200 answers so far:
As it turns out, it looks like a lot of Quora users can't seem to fathom the difference between a question page and an answer page. Here's a short sample of typical comments I received on my answer:
When Quora includes an answer as part of their newsletter, they use the direct link to that answer. This means that users coming in are exposed only to your answer, and not to the question page itself. This has an interesting side effect: most commenters do not seem to understand that there's a difference between the two. Thus I'm exposed to a regular stream of scathing comments from people who assume I asked the question, even though my answer directly contradicts it. Happily enough, other Quorans came to my rescue:
Now I'm not sure what could be done to fix this. Adding a notice asking the commenter "Are you sure this is where you want to post?" would sound paternalistic. Putting two comment input boxes (one for the question, one for the answer) would be downright confusing. Allowing the answer writer to move comments back to the question would be lots of handywork. In short, the problem is real but finding a good solution is tough! Though I'm sure (or at least, I hope) Quora product managers are hard at work on this and will fix it soon... In the meanwhile, I'll keep enjoying the upvotes, and will try not taking the scathing comments for myself :-)
As a side note, here are some interesting things I noticed while writing this article:
- Content can resonate with an audience a looong time after it was initially published. Even though I wrote the answer more than 18 months ago, only recently did it take a life of its own (when for some reason Quora decided to send it in one of its weekly emails).
- Out of 1680 upvotes I have received in total, close to half (765) have been received on that one answer.
- People seem much more likely to add a comment when they disagree than when they agree. I'm left to wonder what would have happened with the old UI, when the downvote button was as prominent as the upvote one!
I've read a number of very interesting pieces about Elon Musk recently. Taken together, they try to explain who's Musk, why he's doing what he's doing and how he is able to accomplish everything he has. If you have a some (actually, a lot of) time during the week-end, I encourage you to go ahead and read them all!
In 2004 at Burning Man, a yearly gathering in the Nevada desert, someone erected a 30 foot wooden pole with a dancing platform on top. Dozens of people failed to climb the pole. And then there's another who gives it his try. He doesn't look like someone who could climb it. And as he's trying, suspicions are confirmed. He's terrible and looks like he's about to fail. He hugs the pole the whole time as he squirms and inches his way up. With sheer determination he reaches the top of that platform. Who was he? Elon Musk.
Beyond the anecdote, there is a relentlessness to that man which can't help but impress. It is more fully explored in the 4-part articles on Wait But Why? (highly recommended read by the way), that review pretty much all of Elon's projects and how he's able to get them done:
- Elon Musk: The World’s Raddest Man
- How Tesla Will Change The World
- How (and Why) SpaceX Will Colonize Mars
- The Cook and the Chef: Musk’s Secret Sauce
For context, here's the introduction of Tim's first post:
Elon Musk, for those unfamiliar, is the world’s raddest man.
I’ll use this post to explore how he became a self-made billionaire and the real-life inspiration for Iron Man’s Tony Stark, but for the moment, I’ll let Richard Branson explain things briefly:
"Whatever skeptics have said can’t be done, Elon has gone out and made real. Remember in the 1990s, when we would call strangers and give them our credit-card numbers? Elon dreamed up a little thing called PayPal. His Tesla Motors and SolarCity companies are making a clean, renewable-energy future a reality…his SpaceX [is] reopening space for exploration…it’s a paradox that Elon is working to improve our planet at the same time he’s building spacecraft to help us leave it."
So no, that was not a phone call I had been expecting.
This guy is inspiring... and probably a bit frightening too :-)
Q: Is there anything you’d tell your younger self?
A: Do things sooner and make fewer mistakes. The question is, what causes me not to make those decisions quickly. Some people are quicker than others, and it’s not clear which actually need to be answered quickly. Hindsight is always that you make the important decisions more quickly.
Q: Talk about when you joined Google.
Almost all small companies are full of energy and no process. My list was straightforward: internationalization plans, sales plans, product plans, accounting, etc. My first meeting at Google was like being at a graduate school full of interesting people with no deadlines or deliverables. Offices at Google had 4 people because Larry and Sergey’s office at Stanford had 4 people.
I recently read an article by David Cummings on building an irresistible organization:
Want to build a great company? Find product/market fit, a repeatable customer acquisition process, and build a simply irresistible organization.
In the article, David refers to a presentation of the same name by Josh Bersin. Josh remarks that:
Engagement still startlingly low: only 13% of employees worldwide are highly engaged (Gallup)
The presentation itself refers to "Your Brain at Work" by David Rock. The book is full of interesting insights about how your brain works and the applications for how you work. Incidentally, it's an interesting companion to "Thinking, Fast and Slow", illustrating many of the concept in Kahneman's book.
In the book, David Rock talks about his "SCARF" framework. The letters stand for:
- Status: where do you stand in the social ladder relative to your peers?
- Certainty: do you know what's going to happen?
- Autonomy: are you in control of what's happening to you?
Relatedness: do you feel connected to others?
- Fairness: is your sense of justice satisfied?
I found the framework simple and interesting. It explains many of the common pitfalls one might face when working in a group. As a manager, I'll try to make sure I meet the SCARF needs of my teammates in the future.
A key role of product management (PM), whether as the product-focused founder (CEO, CTO) or the PM leader, is making sure product development efforts are focused. But what does it mean to be focused? This isn’t always as clear as it could be for a team. While everyone loves focus, there’s an equal love for agility, action, and moving "forward". Keeping the trains running is incredibly important, but just as important and often overlooked is making sure the destination is clear.
It might sound crazy, but it is much easier than one might think for teams to move fast, get stuff done, and break things that might not be helping the overall efforts. In fact, in my experience, this challenge has become even greater in recent years with the availability of data and telemetry. With such, it becomes very easy to find work that needs to be done to improve the app or service — the data is telling you right then and there that something is tripping up customers, performing poorly, or going unused. Taking action makes it easy to feel like the right thing is happening. It feels like moving forward. Everyone loves to get stuff done. Everyone feels focused.
But is the team focused on the right work to achieve the right results?
Very interesting article. The framework he suggests reminded me of the tools outlined in the book "Traction" by Gino Wickman: define your 10 years vision, your 3 years plan, then your yearly priority, then your rocks for the quarter, and in the end your tasks for the week. If you're always making sure that what you're working on right now is aligned with your broader goals, the risk of going astray is very low!
With that experience, my view is that before deciding something a CEO or exec should be clear how he/she contributes to a project or work, using one of the following:
- Initiator: kicking off new projects
- Connector: connecting people to others so the work gets better
- Amplifier: amplifying the things that are working well or not so there is awareness of success and learning
- Editor: fixing or changing things while they are being done
Let’s look at each of these in a little more detail.
Very interesting and insightful article. The way you choose spend your time between all types of activity says a lot about you.
When a tapper taps, it is impossible for her to avoid hearing the tune playing along to her taps. Meanwhile, all the listener can hear is a kind of bizarre Morse code. Yet the tappers were flabbergasted by how hard the listeners had to work to pick up the tune.
The problem is that once we know something—say, the melody of a song—we find it hard to imagine not knowing it. Our knowledge has “cursed” us. We have difficulty sharing it with others, because we can’t readily re-create their state of mind.
In the business world, managers and employees, marketers and customers, corporate headquarters and the front line, all rely on ongoing communication but suffer from enormous information imbalances, just like the tappers and listeners.
This idea is strongly applicable in sales. In order to be successful, you have to put yourself in the shoes of the person you'll be meeting with, understand their unique perspective on the world, and only then try and help them assess whether what you have to offer may fit in their picture.
In addition to this, developing a deep understanding of your prospect's needs lets you engage in a very potent sales tool, negative reverse selling, much more effectively:
- You:"I'm not sure whether what I just told you about [your specific solution] may help you fix some of the issues you're experiencing..."
- Prospect: "Well, actually I think it would help us quite a bit with our problems in [area of concern you were discussing earlier]."
When doing this, you help your prospect convince themselves that your solution can and will be valuable to them. You help them build their own case for using your solution, which will also make a rollout easier down the road since they'll be able to clearly explain to other people in their organization why your solution is worth investing in, in their specific context.
Of course, this approach can only work if you're confident that the issue you raised was an actual issue experienced by your prospect... which was the exact point why you needed to get into their shoes.