The additional croquette and why you should keep your workers informed and motivated

I was having some tapas with five of my friends from college.

We arrive to that big fancy bar.

Before ordering, someone realized something strange happened with the menu…

  • 6 croquettes: 6 €
  • additional croquet: 0,75 € each

It was an obvious mistake, we agree. If you would order six croquettes you’d pay 1€ for each one. And then, from the seventh on, you would get a 0,25€ discount.

But we were having fun, so it couldn’t hurt to ask the waiter about it. So we ask him if we could order six “additional” croquettes instead of the six pack.

He told us, “if it’s in the menu, you can ask for it”.

We explained him that it should be an error, that if we ordered only additional, they were making less money.

“I only work here”, he answered.

In the beginning, he didn’t know about the menu. But in the end, he didn’t care about the profit.

Please… please, please, please… If you are a boss, a manager, an owner, keep in mind that your workers make the profit. Keep in mind that they need to understand how this profit is made. But, above all, keep in mind that they need to care about it.

Inform them. Motivate them. Good news is that both things are strongly related.

Advertisements

Gimli, son of Gloin, on software development

How to measure the productivity of a software developer has been an ongoing debate for years.

They studied professional programmers with an average of 7 years’ experience and found that the ratio of initial coding time between the best and worst programmers was about 20 to 1; the ratio of debugging times over 25 to 1; of program size 5 to 1; and of program execution speed about 10 to 1. They found no relationship between a programmer’s amount of experience and code quality or productivity. (Steve McConnell, Rapid Development)

Imagen de Legolas y Gimli en la peli de 1978

Gimli le explica a Legolas la vida del programador

From the number of lines of code written to assigning function points to each part of the code depending on complexity, there is a whole set of proposals out there.

Consider both points above together – your coworker codes 25 function points in one day, but they’re all simple validations (if text box “a” is not a date, throw an error…)

In the same day, you stared at the screen for six hours, whiteboarded a lot, then rewrote one line and deleted fifteen other lines, making a major part of the data processing engine faster by two orders of magnitude.

So he wrote 650 lines and 25 function points, you wrote *negative* fourteen lines of code and no new function points.

Who’s “better” ? (Joel On Software Forum)

J.R.R. Tolkien, in The Lord of the Rings,  was so kind as to take some time to explain, through the words of Gimli the dwarf, the most complex and marvellous part of a software developer’s work.

We would tend these glades of flowering stone, not quarry them. With cautious skill, tap by tap – a small chip of rock and no more, perhaps, in a whole anxious day – so we could work, and as the years went by, we should open up new ways, and display far chambers that are still dark, glimpsed only as a void beyond fissures in the rock.

Don’t hire firemen nor heroes

Andrea: Unhappy is the land that breeds no hero.
Galileo: No, Andrea: Unhappy is the land that needs a hero.
(Bertolt_Brecht – Life of Galileo)

A firemen feels confident, useful and brave during a fire.

A hero without anyone to rescue feels under-used and undervalued.

If you work with firemen and heroes, you’ll spend all day heroically fighting fires. That means you will work on mitigating the urgent instead of on solving the important.

If you have the chance to hire any of them, please don’t do it. And if your staff includes firemen and heroes, you should better train them to do normal, easy-paced, work flow, or get rid of them.


Related:

  • Don’t be a Hero (signal vs noise, DHH)Being a hero is all about sitting aside all costs and winning anyway. That’s not a prudent way to drive everyday development. […]Every time you play the hero card, you’re jeopardizing the next game.”
  • The Hero Complex (Making things happen, Scott Berkun) “If things work out well, the survivors look on their heroic efforts as a large part of why they succeded.[…]However, there are bad habits hiding behind this logic.”
  • Fast vs Cheap vs Good and the Covery Quadrant “Finally, quadrant 2, non urgent and important things, is what will give you the chance to offer good and cheap (in the long run). What quadrant of the matrix are you willing to live your life into?”

Fast vs Cheap vs Good and the Covey Quadrant

GOOD CHEAP FAST: You can pick any two

As the sign says, you can offer three kinds of service:

  1. Good and Fast (and expensive)
  2. Good and Cheap (and slow)
  3. Bad, but cheap and fast

The sign says you must choose one of the three. Please, don’t.

If your company needs to be able to keep pace in the long run, if you want it to be a great place to work in, you simply CAN’T AFFORD the cost of offering cheap and fast BAD service.

Bad service will give you angry customers in the long run, when they’d forgotten about how cheap and fast you were, but everyday remembers how bad you were.

Fast and cheap is easy to do, as long as good is not a requirement. Besides, there always be one competitor out there who is willing to offer cheaper and faster bad service than yours.

By the way, here is Stephen Covey’s matrix.

sin-titulo

Quadrant 1, the important and urgent things, is what allows you to serve good and fast.

Quadrant 3 is representing cheap and fast service.

Nevermind about point 4. Just don’t do it.

Finally, quadrant 2, non urgent and important things, is what will give you the chance to offer good and cheap (in the long run).

coveygoodfastcheap

What quadrant of the matrix are you willing to live your life into?

Short run vs long run

Lisbon is quite a beautiful city, with a beautiful past.

img_20160727_222553941_hdr

It seems that Marques’ pastry shop was thought, many years ago, as a business in the long run. So long that, at least, one other store has taken over.

Very few business, if someone at all, will today be built on stone. Flexibility and fastness have overcome stability and steadiness.

You will need many work hours, and a municipal permit, to erase Marques’ name from the main entrance. But you can replace the Stradivarius nameplate in a matter of minutes.

Sometimes you just can’t chose betting on robustness, and have to work on speed and readiness for change instead.

But I can’t help thinking how nice it must have been working with Mister Marques.

 

Quote on accepting blame

Rita Hayworth playing Gilda (via wikicommons)When they had the earthquake in San Francisco
Back in nineteen-six
They said that Mother Nature
Was up to her old tricks
That’s the story that went around
But here’s the real low-down
Put the blame on Mame, boys
Put the blame on Mame

Gilda Mundson (singing on 1946 film Gilda)

A leader is eager to let team members make their own bets.

A leader is willing to accept the blame when some of the bets go wrong.

If you want the team to grow, you need both sides of the equation.

So be always ready to sing the song.

 


Related:

Your boss doesn’t need you to tell her she is right

Henry Dobson is a character from House M.D. series. In the fourth episode of season#4, House dismissed him after making a series of RIGHT decisions on a patient’s treatment.

Just before Dr. House finishes telling him he is fired, Henry, the old applicant tells House:

“you don’t need someone to tell you what you’re already thinking”

Take that into account. Your boss knows what she knows. She agrees with herself. And if the best thing you can do is to tell her she is right, you are, at best, being shortsighted.

Telling someone that she is wrong is hard, and you need to be brave and smart for doing it. But for your boss, this is priceless.

By the way, if discussing with subordinates is a problem for your boss, you’d better start searching for a braver and smarter new boss.


Related: Quote on creative complaining. Saving Private Ryan.