On "Management Style"

Among managers, there exists a prevalent misconception that success hinges on discovering a singular “management style.” This belief is harmful and detracts from what truly cultivates a thriving work environment. In reality, the most effective managers are not those who rigidly adhere to a specific style but those who adapt their approach to meet the unique needs of each team member.

The foundation of effective management lies in the ability to tailor your approach to the individual characteristics of each team member. This concept shifts the focus from a one-size-fits-all strategy to a more dynamic, responsive form of leadership. Each person on a team brings a unique set of skills, experiences, and motivations. Recognizing and nurturing these individual traits can enhance productivity and job satisfaction, leading to better results for the organization as a whole. Never forget that your primary job is to get the best out of each individual on the team. Check your ego. It’s never about you and always about the strength of the team.

For high-performing employees, the recipe for continued success is often quite simple. These individuals typically do not require intensive oversight but instead thrive under a management style that involves setting clear expectations and removing obstacles that may impede their progress. Their intrinsic motivation and professional pride drive them to deliver quality work consistently. In these cases, the best managers are those who practice a "light touch" approach—providing guidance and support when necessary but otherwise allowing employees the freedom to leverage their skills and creativity.

One of the most effective strategies for retaining top talent is shifting the focus from what the employee can do for the company to what the company can do for the employee. This involves engaging in meaningful dialogues about career aspirations and professional growth. When managers take an active interest in the developmental goals of their employees, it not only enhances job satisfaction but also encourages loyalty and commitment to the organization.

Investing time in understanding what motivates your employees can reveal insights into how best to support their professional journey. Whether it’s providing additional training, opportunities for advancement, or simply recognizing their achievements, these efforts can make a significant impact on an employee’s decision to stay with a company.

Ultimately, the best strategy to retaining top talent lies in recognizing that management is not about enforcing a standard style but about being adaptable and responsive to the needs of each team member. By cultivating an environment where employees feel valued and understood, managers can realize the full potential of their teams. Effective management is characterized by flexibility, understanding, and a genuine interest in the welfare and professional growth of employees. By focusing on these elements, managers can cultivate a positive and productive workplace where both the company and its employees can thrive. This approach not only enhances team performance but also serves as a powerful strategy for employee retention. Remember, sometimes the best managers are those who know when to step back and let their team shine.

Minimum Viable Apps

There is a paradigm in modern development named Minimum Viable Product (MVP). It is expressed as an application's most essential feature set that can provide users value. A focus on delivering MVP for the initial release aims to avoid unnecessary redesign by quickly gathering user feedback and usage statistics to inform the direction of further development.

With experience, I've learned to lean on a similar philosophy for my development toolchain that I call Minimum Viable Apps. The goal is slightly different, but the principles remain the same. What are the least number of simple apps that allow me to complete this project?

I took nearly the opposite approach to my tools when I began developing software. My laptop was filled with development tools that performed similar tasks in slightly different ways, each containing its own complement of shortcuts and automation to streamline every conceivable task. While these highly customized tools may have enabled me to work slightly faster, my overall productivity was being stolen by the maintenance overhead.

Embracing Minimum Viable Apps aligns with Agile development principles and empowers developers to focus on what truly matters – delivering value to users. Our tools should serve, not hinder us. We must be deliberate in selecting the apps we work with to ensure our tools amplify our abilities.

Techno-Optimism

Marc Andreessen, the co-founder of Netscape and celebrity venture capitalist, recently published what he calls The Techno-Optimist Manifesto. The text advocates for Techno-Optimism, emphasizing the potential of technology and markets to bring about progress and abundance. Andreessen argues against pessimism and negative views of technology, challenging prevalent criticisms of the tech industry. He argues that it has been a driving force behind human progress and should be celebrated rather than feared.

This type of binary thinking is common among technologists, and the text is riddled with these false dilemmas — good or bad, growth or death. It reads like a privileged man attempting to coerce people into believing the very things that help increase his vast wealth. Reality is far more nuanced; technology should be celebrated and feared.

"We believe technology is a lever on the world – the way to make more with less."

"Technological innovation in a market system is inherently philanthropic."

While technology can be a great leveler, thus far, the vast majority of technological advancements and economic growth are disproportionately enjoyed by a small segment of the population, leading to increased inequality. This can exacerbate social divisions and leave many people behind. Andreessen touts the idea that most of the benefits go to society, ignoring the reality that we’ve witnessed the pugnacious startups of the last decade become some of the most powerful institutions in the world — often wielding more power than governments. While it is true that society as a whole often benefits from technological advances, that increase in power is not apportioned evenly.

Ultimately, the manifesto fails to make the case that the tech industry doesn't deserve the scrutiny it is facing. Andreessen is angry about the tech backlash over the last several years yet completely fails to address the fact that most of the damage is self-inflicted. Andreessen Horowitz was an early investor in Facebook, a company with the idealistic goal of “connect[ing] every person in the world.” Years later, it would be revealed that Facebook allowed digital consultant Cambridge Analytica to misuse the data of millions of users. Unfortunately, this was not an isolated incident, and Facebook has been a nearly bottomless pit of scandal over the last decade. Experience should emphasize the need for a more balanced and nuanced approach, taking into account the potential drawbacks and unintended consequences of unchecked technological progress.

Progress is a tightrope act — a deft balance between opposing forces of innovation and accountability that gently bend the future upward for all.

The Paradox of Efficiency

It started earlier than I thought. In January, I wrote an article making predictions for 2023. One of my subheadings was “A Year of Doing More with Less,” where I argued that companies need to look for focused, strategic areas of investment to increase efficiency. We’re now seeing significant layoffs in the technology sector. Year to date, Google has laid off 12,000 workers, Microsoft 10,000 employees, and Salesforce 8,000. Unfortunately, these companies are taking a short-term view of efficiency that will damage their long-term success. Instead of finding areas where technologies can work together to provide multiplicative value, these CEOs are chasing short-term gains over long-term efficiency. I would argue that this quest for efficiency may decrease real efficiency.

Aggressive Headcount Reduction Limits Cross-Selling

Customer acquisition has its limits. Eventually, continued growth requires selling additional services to existing customers. Gathering revenue figures from sales is a trivial task, but it is challenging to pinpoint how much customer satisfaction with the service of existing products plays a role. The difficulty attributing hard figures to servicing makes these areas prime targets for headcount reduction. Why would a customer consider making another purchase when the business cannot provide support for products you’ve already bought? Platform lock-in has limits, and customers will eventually move to a competitor. Headcount reduction decisions are often made with the flawed assumption that all other variables will remain constant—productivity gains elsewhere will offset the smaller workforce. But this is seldom true unless the reduction is minimal.

The Inefficient Process of Gaining Efficiency

A consequence of chasing efficiency is its opportunity cost—its drain of resources that would have promoted real efficiency in the long term. Isn’t it curious that many companies most aggressively pursuing efficiency at all costs are often stuck making incremental improvements to existing technology? Why aren’t they most often responsible for radical, groundbreaking innovations? Why do comparatively small startups with different organizational values often make these genuine innovations? Companies with aggressive management directives to slash costs and reduce overhead often fail to invest in areas that produce innovation. In the long term, this lack of investment profoundly impacts company culture, often precipitating an exodus of forward-looking employees. Our industrial society values rapid and predictable returns on investment and neglects the necessarily inefficient process of innovation—shareholders see it as wasteful. This is the crux of the paradox; the quest for “friction-free” processes may be slowing the discovery of more fundamental changes that would have a much more profound impact on efficiency.

Our society views imagination with a strong sense of ambivalence. Humans are naturally short-term thinkers, and it takes an abundance of thoughtfulness to understand how a series of decisions made today will make a larger impact tomorrow.

User Adoption Strategies

A clear, shared strategic vision among management is essential in driving widespread platform adoption, but it alone is not enough to ensure success. Users need to feel as though they have a stake in the eventual success or failure of the platform, and the software must be perceived as an asset to the user's daily workflow. In short, the technology needs to be enticing and user-friendly enough to exude a slight gravitational pull, attracting users without a hard push from management.

The User Experience (UX) is a popular topic, and rightly so; failing to take adequate consideration of the user's overall experience is all too easy when solving problems from a purely technical perspective. However, consideration of the UX often does not take user perceptions and their willingness to change into account. The actual user experience and how the user perceives their experience often diverge for several reasons.

Application Rationalization

Increasing competitive pressure on price and service quality has forced many IT departments into large software rationalization initiatives, creating inventories of applications and looking for ways to systematically retire, refactor, or re-platform to reduce the organization's overall software footprint. This strategy effectively cuts costs while increasing efficiency, but it can also lead to user dissatisfaction. A Relationship Manager is far more likely to see a streamlined technology workflow as an inconvenience requiring familiarization that pulls them away from their core responsibility of managing customer relationships than the game-changing improvement that better positions the company for future growth as perceived by management and IT leadership. This cognitive disconnect creates friction between business and IT management, ultimately decreasing user engagement.

The Dangers of Overpromising and Under-Delivering

It's easy to be excited by a compelling software demo, but it won't necessarily represent what your finished product will look like. For example, a key feature shown in the demonstration may rely on a data integration that is not within the project's scope. Likewise, the user interface may assume a modern, feature-rich back end instead of the current legacy system. False expectations will cause users to perceive even the most successful rollout as a failure. Falling into this trap depletes your credibility among users, adding further difficulty to cultivating adoption.

Solutions

Iron out key details early using process maps to ensure your project starts with realistic baseline goals. Project goals should not only overlap with the company's strategic goals but also those of your users.

Temper the urge to rebuild existing processes during the planning stage. Instead, explore the business process with a fresh set of eyes and look for key areas of improvement. Including end-user representatives in the discovery process is key to providing insight into pain points. In addition, process improvements can simplify the build process while simultaneously including features that directly improve the quality of the user's workflow, aiding in adoption from the beginning.

Create a tight feedback loop with users immediately after rollout and continue listening. Prepare to address feedback quickly and openly. Few things exhaust users' goodwill faster than repeatedly failing to address feedback. Acquiring mass user adoption is always an uphill battle, but remaining cognizant of these common missteps in the early stages of your project will help provide a healthy foundation that the development team can build upon through user partnership.

2023: An End to Creating Value with Imagination

We were promised jetpacks, flying cars, and human settlements on Mars. Instead, we were given TikTok, the metaverse, and an endless supply of cryptocurrency scams. The future of technology is notoriously difficult to predict and often moves in incomprehensible ways. Despite the loud objections of our analytical minds, the allure of attempting to look into the future is too strong. We inevitably succumb to our urge and confidently make (mostly inaccurate) predictions. Now that we’ve taken yet another trip around the sun, I’d like to indulge in this arbitrary and useless ritual. Below are three trends that I predict will take center stage in 2023.

A Deflating Bubble

This year will bring an end to profitless tech firms with fantastical valuations due to pandemic-fueled growth. The stock values of money-losing tech companies dropped sharply in the fourth quarter of 2022, down 57% and significantly underperforming market indices.1 Silicon Valley startups are coming to the realization that a good idea isn’t enough to create value. This trend will continue throughout 2023 as investors flock to more conservative companies with a track record of profitability. As a result, we will witness the beginning of a mass extinction event of technology startups.

A Year of Doing More with Less

Unclear geopolitical and economic indicators will cause leaders in the technology space to become more cautious. 2023 will be a sober year of targeted, strategic technological investment. Successful companies will find areas where innovations overlap and technologies work harmoniously to create new possibilities that provide multiplicative value. While unexciting, investing in foundational IT architecture will enable companies to take advantage of new and disruptive technologies quickly.

A Continued Exodus to the Cloud

Over the past few years, “the cloud” has gone from a trendy buzzword to an inescapable necessity for businesses. Even traditionally conservative and security-centric industries, such as banking, have completely shifted from a vertically integrated data supply chain powered by legacy mainframe architecture to an absolute embrace of cloud technologies. As a developer of software running on cloud services, I’ve had a front-row seat to this trend. While a cloud-based data strategy isn’t without some drawbacks, it is remarkably effective in controlling costs, scaling rapidly, and offering unparalleled resiliency.

References

1 Vlastelica, R. (2022, October 10). Tech earnings matter more than ever as the bubble deflates. Bloomberg.com. Retrieved January 13, 2023, from https://www.bloomberg.com/news/articles/2022-10-10/earnings-matter-more-than-ever-as-bubble-deflates-tech-watch