Advice and Fallacies

Essays

One of the toughest things in business is when you get well-meaning advice from advisors, investors, or friends of the company who are valuable but might hold some ideas or ways of approaching problems that just aren’t applicable to your particular company or situation. They might be right most of the time, and it might have worked for them in the past to build a huge success, but it doesn’t mean it’s right for you, right now.

This is especially a struggle for Automattic because so much of what we do is deliberately different from companies that have come before us. The below is a sensitive-info-scrubbed version of a comment I made on an internal P2 in response to someone who had met with a close friend of the company who had said we should “hire more business people, and more people like so-and-so, who have a background in and passion for data analysis and structure. He also shared his ideas about what the additional business hires could be responsible for, such as P&L responsibilities for specific products.” The person he had talked to was asking why we weren’t following that advice.

The first part was easy, because so-and-so was actually leading hiring for a position around data and the early results were going well. The rest I ended up writing more about, which follows. It was only meant for internal consumption, so read it as such, but I got enough requests to share the comment publicly that I wanted to clean it up and release it for y’all.

On the “more biz people + P&L” side, it’s an area we disagree.

We’ve had more “business people” in the past, and found it just didn’t move the needle in the same way that investing on the support, engineering, and design side did. They also tended to generate more meetings and work for other people than was commensurate for their contributions.

We’ve also experimented with giving leads P&L responsibility for products and groups, but ultimately it was awkward because we don’t really want leads or teams focused on the loss or costs of what they’re doing — we just want to grow our core metrics and revenue in a healthy and accelerating way, and let Ops and myself worry about overall profit or loss for the company, costs of people and services, capital requirements, etc. We’re still at a stage where our primary goals are investing in growth and product excellence, I wouldn’t want a P&L concern to be a distraction from that, and that also takes us into the territory of different teams having “headcounts” of people they can hire for the year, or budgets set ahead of time and that they’ll lose if they don’t use, zero-sum accounting between teams and more balkanization you often see in larger organizations. When anyone thinks about P&L at Automattic, I want it to be holistically and with a long-term view, not for a single team or product.

It gets backs to the fallacy we talked about and agreed to avoid at the [WordPress.com leads] meetup, which is the business equivalent of Great Man Theory: the idea that a deficiency in the business or product will be solved by hiring someone senior to be in charge of that thing. Example: Automattic is bad at marketing, we should hire a CMO. (99% of the time when this is suggested it means an external person, because if anyone internal was good the problem wouldn’t exist.) It’s an easy thing for anyone to fall into, you can see it in [a recent internal thread].

This must work sometimes, because it seems to be a near-universal affliction of VCs on startup boards. It also is a little bit of a bikeshed, because while it can be difficult to understand or feel like you can have an influence on something fundamental to the product, like say the signup flow, most VCs have large professional networks and can have long and vigorous discussions talking about potential people who are executives in a given area and their first or second degree connections to them. Of course, like many of us, VCs are consumers of tech media which tends to ascribe all the success of an organization to a single person (like Sheryl Sandberg for Facebook not falling apart, or Adam Bain for revenue at Twitter). However often the problem has root causes more fundamental than a single person could shift.

I subscribe to a more environment-driven approach, that if you break down a problem into its component parts you can address them individually, often with relatively simple next steps, and build things from the ground up, rather than the top down. If you can’t do that, then it’s best to be candid that the area is not a priority and make sure that’s in line with what you’re focusing on instead. In this process leaders will emerge or if the effort matures to a point where one joins as a new hire he or she will have the resources, groundwork, and environment to succeed.

So in summary: always go back to first principles of decisions. Hires are seldom panaceas. Someone being successful in a role at another company doesn’t mean they actually did the work, or were the cause of the success. If there’s an area you’re weak, try to figure out the root causes of why you’re weak, and where possible try to improve the environment that creates the problem before pinning the turnaround on a “Jesus hire.” When you improve the environment it makes it much more likely a new external hire will do well. The majority of success or failure is a result of the environment, at least as much as the individuals involved.

A federated Wikipedia by Jon Udell talks about the ossification happening in the Wikipedia community, caused in part by its attachment to rules that were created with the best of intentions. All open source communities, including WordPress, have to be vigilant against this. Sometimes we have to throw out what worked before to create what will work tomorrow.

I write novels. And with just about every novel I write, I try to do something new or different that I haven’t done before, in order to challenge myself as a writer, and to keep developing my skills. In The Android’s Dream, of example, I wrote in the third person for the first time; in Zoe’s Tale, I had a main character—a sixteen year old girl—whose life experience was substantially different from my own; with The Human Division, I wrote a novel comprised of thirteen stand-alone “episodes.”

And now? With Lock In? What new thing have I done to stretch myself as a writer and teller of tales? Well, I’ll tell you; it’s something I’m really proud of, actually:

I’ve written a novel entirely free of semicolons.

John Scalzi in Pacing Doesn’t Just Mean Wearing a Groove in the Floor.

You might remember a few years back I talked about why Automattic has a creed, and shared ours. Here it is again:

I will never stop learning. I won’t just work on things that are assigned to me. I know there’s no such thing as a status quo. I will build our business sustainably through passionate and loyal customers. I will never pass up an opportunity to help out a colleague, and I’ll remember the days before I knew everything. I am more motivated by impact than money, and I know that Open Source is one of the most powerful ideas of our generation. I will communicate as much as possible, because it’s the oxygen of a distributed company. I am in a marathon, not a sprint, and no matter how far away the goal is, the only way to get there is by putting one foot in front of another every day. Given time, there is no problem that’s insurmountable.

One of the parts of Automattic that has grown the most over the past few years is our design corps, now over two dozen people. This group, led by creative director Dave Martin, has come up with a supplemental Designer’s Creed for followers of their craft at A8C:

I take pride in my craft. I ensure that everyone — regardless of ability or device — can use my designs. I routinely ask for feedback, even when it’s uncomfortable. I regularly watch people use my designs, because testing leads to clarity. I will never stop at “good enough.”

You can read more about it on Dave’s blog. »

 

SPIEGEL: One of the reasons Snowden didn’t approach the New York Times was that the paper had refused to publish the initial research about the NSA’s bulk collection in 2004. The story was only published almost a year later. Was it a mistake to have held back on that reporting?

This interview with Chief New York Times Editor Dean Baquet is remarkable both for its frank, direct questions and its frank, direct answers. I got to meet with Dean a few months ago and it really struck me how excellent he and the other editorial and product folks inside of the NYT are.

Within your heart keep one still, secret spot where dreams may go, and sheltered so, may thrive and grow where doubt and fear are not. Oh, keep a place within your heart, for little dreams to go.

— Louise Driscoll

He has been called the “superman pope”, and it would be hard to deny that Pope Francis has had a good December. Cited by President Barack Obama as a key player in the thawing relations between the US and Cuba, the Argentinian pontiff followed that by lecturing his cardinals on the need to clean up Vatican politics. But can Francis achieve a feat that has so far eluded secular powers and inspire decisive action on climate change?

The Guardian on Pope Francis’s edict on climate change will anger deniers and US churches. Definitely the coolest pope in my lifetime.

“Fasting for as little as three days can regenerate the entire immune system, even in the elderly, scientists have found in a breakthrough described as ‘remarkable’.” — Fasting for three days can regenerate entire immune system, study finds.

Harper’s had a great article on fasting a few years ago it’s not online at the moment but here’s a PDF of it. It’s also common in yoga and folks trying to live longer. I haven’t tried it myself yet, but perhaps will at some point this year — I like the idea of doing something by doing nothing.