I have enjoyed Ben Horowitz’ book The Hard Thing About Hard Things. Farnamstreet’s review is perfect so I will not attempt at writing one. I will focus on one idea I found most intriguing.
I read Horowitz’ book as an account of dealing with hard decisions in general, about having to decide alone, about personal accountability, about having to pick the lesser of two evils.
The idea that stuck with me in particular is Management Debt, and Horowitz also blogged about this.
… management debt is incurred when you make an expedient, short-term management decision with an expensive, long-term consequence.
You accumulate Management Debt if you try to fix an organizational issue quickly by acting inconsistently. Horowitz’ example: You might give an employee a raise in order to stop her from leaving the company. But she had discussed her plans with another employee who then wonders why she stayed; so she feels pressed to explain the reason to him. Then others learn how to blackmail you in order to get a raise, etc..
From my short stint as a manager I am familiar with such situations but I rather like to extend the concept to Social or Political Debt. I believe that we, as human social animals, tend to focus on resolving the conflict right in front of you, rather than considering seemingly abstract consequences in the future.
I am thinking of the expert bombarded with all kinds of requests. As a professional it is hard to avoid them: People who to want to pick your brain and just like to have 5 minutes so you can glance over their problems. For free. Trying to help all of them – on top of working with paying clients – would be the equivalent of trying to copy a full book at the photocopier but yielding to anybody who wants to copy just a single page.
As a fallible human you might give in to the most intrusive requester just to get rid of him or her. You think that explaining your seemingly cold-hearted rationale would take more time and would be more emotionally taxing than just fulfilling the request.
But those people will return with more problems, and their acquaintances will, too. You have incurred debt, and there is interest rate. The moment of refusal might be difficult though, in particular with requests in the blurry area between business and private. How to say No to that alleged or self-declared old friend?
I am a believer in 1) Stating clearly what you don’t want and don’t do (rather than focusing on the positive) without feeling the need to explain yourself and 2) “Principles” – a short list of your values, or guiding principles you always follow. Both need need to be ingrained in your mind so that you react accordingly in case you receive those e-mails and calls out of the blue.
The paradoxical or sad thing is that explanations are most often futile. There are many good reasons – both ethical and business-wise – for not jumping onto such requests. The obvious one being limited time and treating all clients equal, but the best one in my point of view being the value of true expertise: Based on years of experience you might only need five minutes to solve a problem that requires somebody else doing days of research. That’s exactly why those first minutes might be the most valuable.
I am speaking from experience although such things fortunately did happen to me rarely. But when they did, it was freaking me out. I once got a call from an unknown lawyer who was in the middle of installing his very own Public Key Infrastructure; he started asking technical questions before introducing himself. I tried to explain that I was actually charging people for such services, and that I assumed he did not do legal counselling for free either. His response was that he was maintaining all his IT stuff by himself – just this topic was too complicated for him so he needed advice. So services should be free if a professional solves a particularly tricky problem. This defies common sense.
I also thought I had a killer argument, non-refutable. I am actually providing technical information on ‘the internet’ – the same sort of answers or materials I would charge clients for. The difference is that I am not obligated to do this, so I pick this case by case. I believe in open-source-style sharing in a community of like-minded members. I am a believer in demonstrating skills in real time instead of showing off certificates – it goes without saying this might include giving away some valuable advice for demo purposes at the start of a business relationship.
Unfortunately, this demo-for-business argument that is used too often by people who want to milk your know-how forever – just testing how far they can go – without ever really considering a ‘business relationship’. As soon as you tell them the answer to the next question will not be free of charge anymore, they suddenly stop asking.
Fortunately, I get enough feedback by providing so much detailed information for free!!. A few people who don’t get it would not shatter my confidence. Interestingly, people who still challenge me (But then you don’t have time for me??) are those whom I would not consider part of any ‘sharing’ communities or get their spirit in the slightest. I think all those issues belong in the category: Either you get it immediately and communication is based on tacit understanding what is normal and appropriate – or all explanations are in vain.
Many years ago I had been asked literally if I would like to work for free. Corporations send out request for proposals and ask for lots of free concepts and presentations – until they have gathered enough know-how from all the potential vendors invited so that finally they have learned enough from the ‘pitches’ and can do the whole project on their own. Finally I had my antennas finely tuned to all your typical manipulations methods (I have already told X you will do [unpaid honorable engagement] Y – if you don’t, this will get me into serious troubles!). Many people are driven by short-term impulses, not by malice (I have to solve this problem or my boss will kill me!) and they respond to logical arguments: What would you say if you were a paying client and find out that I do free consulting for other people at random? Some manipulators are hopeless cases though, especially if they think they provide something in return that is actually less than useless to you.
Horowitz’ war stories resonated with me more than I expected. He emphasizes dealing with organizationally or psychologically difficult issues head-on. I read his advice as: Better act sooner than later, better state the ugly truth upfront. Better take some decision at all, even if it is just 55% versus 45%. Communicate clearly, don’t use fluffy phrases. Sometimes people explicitly appreciated my way of saying No immediately and unambiguously, instead of endless dithering and not trying to hurt anybody which seems to have become fashionable in times of Networking and You Will Always Meet Two Times.
Searching my own images for own that would represent both mental clarity as well as difficult decisions – I zoomed in this one immediately. (Vineyards close to my home village, evening at the beginning of May.)
Although this is tagged with ‘rant’ it should not be interpreted as what I actually consider pointless and energy-draining – endless rants about common practices in your industry sector that you cannot change but have to live with. I am in the Love It, Change It, Or Leave It camp. I have also been writing about the past, and often a single annoying event of that sort had made me shift gears.
I believe the best – and most productive – way to cope with weird requests is to either: Respond clearly and immediately using a standardized I-don’t-do reply, then ignore them as an accidental, misguided question that just happened to end up in your inbox; or: to analyze if an aspect of your previous communication might have invited such inquiries, and improve your future communications. And don’t aim at being liked by anybody, anytime.