Jobsâs taste for merciless criticism was notorious; Ive recalled that, years ago, after seeing colleagues crushed, he protested. Jobs replied, âWhy would you be vague?,â arguing that ambiguity was a form of selfishness: âYou donât care about how they feel! Youâre being vain, you want them to like you.â Ive was furious, but came to agree. âItâs really demeaning to think that, in this deep desire to be liked, youâve compromised giving clear, unambiguous feedback,â he said. He lamented that there were âso many anecdotesâ about Jobsâs acerbity: âHis intention, and motivation, wasnât to be hurtful.â
Your one #longread today should be the New Yorker’s profile of Jonathan Ive by Ian Parker. This anecdote resonated with me from the time I (poorly) did design for a living, and how much patience and stoicism are part of the job when working with a deciding stakeholder, often known as a client:
Bob Mansfield, a former senior hardware engineer at Apple, who is now semi-retired, recently described the pique that some colleagues felt about Iveâs privileged access. As he put it, âThereâs always going to be someone vying for Dadâs attention.â But Mansfield was grateful for Iveâs cool handling of a C.E.O. who was ânot the easiest guy to please.â Mansfieldâs view was âJony puts up with a lot, and, as a result of him doing it, people like me donât have to.â
This also made me giggle.
Brunner is proud of the Beats brand, but it took him time to adjust to a design rhythm set as if for a sneaker company: âOriginally, I hated itââLetâs do a version in the L.A. Lakersâ colors!â â He laughed. â âGreat. Purple and yellow. Fantastic.â â
Check out the entire thing.