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Before we started the strategy meeting, Matthew Bellows led us in a brief ritual where we “bowed in” to the meeting. At the end of the meeting, we all “bowed out.” I loved it – it set the tone of respect for each other at the start of the meeting and signaled the end of the meeting when we bowed out.
A few weeks ago, we had a Yesware board meeting. Matthew once again had us bow in to the meeting. This time there was a little bit of nervous laughter around the board table as it was the first time the full board had been exposed to this ritual. It wasn’t a negative tittering, just the sounds of a group encountering something unusual, interesting, and requiring some emotional intimacy while trying to process it in the moment.
Once again I loved it. It got me thinking about two things: (1) the importance of respect as a core value and (2) traditions that scale across the company.
Let’s start with respect. I’ve written about this many times on this blog. In 2004 I wrote a post titled TDC (Thinly Disguised Contempt). I learned about TDC from Alan Trefler, the CEO of Pega, who I don’t spend much time with but view as a long time friend and someone I’ve learned a lot from over the years. Early on at Feld Technologies, I learned how incredibly toxic TDC was and how critically important respect was. Respect for the people I work with, and the elimination of TDC from my mental state and behavior, is a core value of mine. Sure – I fail at it sometimes, but I keep practicing.
I have immense respect for Matthew as an entrepreneur and CEO. I’ve learned a lot from the few years I’ve worked with him. His calmness, even in moments of stress is powerful. The monastic culture he’s created at Yesware is inspiring. His execution as a leader, and the performance and cohesiveness of his team, is delightful to be part of.
Bowing in and bowing out made me gleeful. It was another wonderful example of something I could use in lots of other places and another thing I learned from Matthew. As I mulled it over, I realized the specific act wasn’t the key thing, but the power of a tradition that scales across the company. Bowing in and bowing out before and after each meeting. The gong that gets rung at Gnip every time a new sale is made or partner deal is signed. Or Paid PAID vacation at FullContact.
The combination of respect for every individual in the company combined with scalable traditions are incredibly powerful.
On Wednesday my partners and I had our monthly offsite. One of our rituals is a “check in” where we go around the table and each of us talks for as long as we want about how we are doing. Sometimes it’s a short discussion, other times it’s a long discussion. Since we do it monthly, nothing can build up. It’s similar to the monthly life dinner that I do with Amy - introspective, emotionally aware, and open. Some of these sessions have been incredibly powerful – on this one I had tears in my eyes at one moment as I was expressing appreciation for something my partners had done for me. And all of us had a powerful moment of calibration for everything we are feeling right now.
On Thursday I spent the morning with the Bullet Time Ventures team. This is the fund that David Cohen, the CEO of Techstars, founded. My partners and I are investors and huge supporters. The team was having an offsite and they asked me to participate in some of the discussion. I gave them a lot of suggestions and answered a lot of question, but one moment near the end stuck out in my mind when I was asked how my partners and I have managed to develop and sustain the deep personal and professional relationship we have, even with all the stress and conflict inherent in our business. I said that one of our deeply held beliefs is that we “never wear our armor to a meeting.” We call this being intellectually honest and emotional pure with each other. And it’s another example of linking respect with a scalable tradition – we never want to wear our armor in any of our interactions with each other.
Matthew – thank you for the gift of bow in and bow out. Both the specific action, and the reflection on the meaning of it.
I had a great breakfast meeting at the Cambridge Marriott with Michael Schrage, a research fellow at MIT yesterday morning. We had never met before and I loved the conversation – his brain was bubbling with ideas that are relevant to many of the things I’m interested in, he challenged some of my thinking, and we had a deep and awesome conversation about open source hardware, makers, and MakerBot.
This morning Raj Bhargava (who recently co-founded two companies I’ve invested in – Yesware and SkedulMe) sent me a blog post by Michael titled Tip for Getting More Organized: Don’t. In it Michael makes the argument that the notion of spending time each day organizing your tasks, the concept of email folders, and the idea of productively organizing yourself is obsolete. The money quote at the end is:
“The essential takeaway is that the new economics of personal productivity mean that the better organized we try to become, the more wasteful and inefficient we become. We’ll likely get more done better if we give less time and thought to organization and greater reflection and care to desired outcomes. Our job today and tomorrow isn’t to organize ourselves better; it’s to get the right technologies that respond to our personal productivity needs. It’s not that we’re becoming too dependent on our technologies to organize us; it’s that we haven’t become dependent enough.”
I couldn’t agree more. I spent almost no time “organizing my tasks.” In fact, I no longer have a task list. I have outcomes I’m going after. They fit within a daily, weekly, quarterly, and annual tempo. The daily and weekly outcomes are dynamic – I have to think about them regularly and they change and shift around (I have new ones each day and new ones each week.) I call these my Daily P1s and my Weekly P1s (which I wrote about recently in a post titled Managing Priorities)- the daily ones are the three things I want to accomplish before I go to sleep; the weekly ones are the three things I want to accomplish each week before Monday morning.
But that’s it. I have a daily schedule that is highly structured (and managed by my assistant) so I don’t have to spend a millisecond thinking about who I need to meet with, where I need to be, or what I need to schedule for later. If you know me, you know that I just “go where my schedule tells me to.” I process all of my email with one touch, I write what I want when I want, and I have a strong conceptual hierarchy for prioritizing high interrupt things. I also stay off the phone unless scheduled – if you spend time with me for a day it’s likely that the only time I’m on the phone is with Amy to say “hi – I love you” or have a pre-scheduled call.
I love the notion of focusing on outcomes rather than organization. For as long as I’ve been an adult, I’ve been hearing about, reading, thinking about, and experimenting with different technology to be “more organized and productive.” I’m an aggressive user of whatever exists and when I reflect on where I’m at in 2012 I definitely feel like I’ve gotten to the place where I’m spending almost all of my time and energy on outcomes and achieving them, not on organizing myself.
If you are someone who spends 30 minutes or more a day “organizing yourself”, I encourage you to step back and think about what you could change and how that might shift you from focusing on organizing to working toward outcomes. It’s liberating.
I’m at the end of day three of another very intense, but enjoyable and satisfying week. I’ve been in Seattle the past two days and am headed to LA for the next two days before finally making it home after being on the road for the past two weeks.
As I was getting ready to go to bed in order to wake up in time to make my 6:40am flight, I was rolling my one remaining priority for the week around in my head. I was thinking to myself, “two down, one to go.” And I realized I have been using a construct of “three priorities a week max” for a long time.
Now, I do a lot more than three things a week. But, on Monday mornings as I’m going through my daily information routine, I usually carve out a few minutes to make sure I have my priorities for the week firmly lodged in my brain. I limit myself to three as I don’t think you can have more than three “highest priorities” at any given time. When I start the week, I make a clear mental commitment to get these priorities (or P1′s in Zynga speak) done. Each day when I wake up, I think about what I need to do to get closure on these priorities.
Some weeks I have three, others I have one or two. I always have at least one. And they are always important. Occasionally I can’t get one done and it rolls over into the next week, but once something becomes a P1 it stays a P1 until it gets done. And I can never have more than three P1′s. And they should all be able to be completed by the end of the week. But most importantly, they are clearly defined and easily explained (e.g. if you walk up to me and ask me what my P1s are for this week, I should be able to recite them without thinking.)
While I have plenty of things that I’m working on that have a much longer arch than one week, I find this weekly rhythm to be very grounding. I have a clear sense of accomplishment on a weekly basis, I clear the decks of big priorities, and I regularly tackle hard stuff that just needs to get done. I also have many more than three things that I complete each week, including things that regularly come up that are as important (or even more important) that whatever I’ve defined as my P1s for that week. But I don’t shuffle the priorities around – by having the big ones for the week set at the beginning of the week, I have a clear set to focus on whenever I need to re-ground myself.
One more to go. I’ve got two days to get it done. And I’ve got plenty of time on my remaining two plane flights to knock it off.