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Communicating. Tesla.

September 7, 2017 Ben Yeoh
(CC)  Maurizio Pesce Tesla Factory

(CC)  Maurizio Pesce Tesla Factory

There are two schools of thought about how information should flow within companies. By far the most common way is chain of command, which means that you always flow communication through your manager. The problem with this approach is that, while it serves to enhance the power of the manager, it fails to serve the company, Elon Musk of Tesla wrote.

Instead of a problem getting solved quickly, where a person in one dept talks to a person in another dept and makes the right thing happen, people are forced to talk to their manager who talks to their manager who talks to the manager in the other dept who talks to someone on his team. Then the info has to flow back the other way again. This is incredibly dumb. Any manager who allows this to happen, let alone encourages it, will soon find themselves working at another company. No kidding.

Anyone at Tesla can and should email/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager's manager without his permission, you can talk directly to a VP in another dept, you can talk to me, you can talk to anyone without anyone else's permission. Moreover, you should consider yourself obligated to do so until the right thing happens. The point here is not random chitchat, but rather ensuring that we execute ultra-fast and well. We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility.

One final point is that managers should work hard to ensure that they are not creating silos within the company that create an us vs. them mentality or impede communication in any way. This is unfortunately a natural tendency and needs to be actively fought. How can it possibly help Tesla for depts to erect barriers between themselves or see their success as relative within the company instead of collective? We are all in the same boat. Always view yourself as working for the good of the company and never your dept.

H/T Justin Bariso. As Bariso writes "It's extremely difficult to cultivate in the real world." There is a further problem of communication content and communication delivery. I've certainly made mistakes in communication delivery. It take much longer to craft 200 words to express a complex matter then it does to say it 800 words. The 200 words will be better expressed and more succinct; but well written takes longer.

"If I had more time, I would have written a shorter letter."  which is attributed to many different writers. 

This difficulty in free expression is one of the reasons why psychological safety as researched by Amy Edmondson and Google Research is so important.

Few people like being told they are not doing their job well. Nevertheless, we should judge if constructive criticism is coming from a place of malicious intent, or positive intent. If positive, then it needs to be taken in the spirit it is given and we can all improve. I believe much internal commentary is with constructive intent - when that is believed, a team gains psychological safety.

If you'd like to feel inspired by other addresses and life lessons try: Ursula K Le Guin on literature as an operating manual for life;  Neil Gaiman on making wonderful, fabulous, brilliant mistakes; or Nassim Taleb's commencement address; or JK Rowling on the benefits of failure.  Or Charlie Munger on always inverting.

Cross fertilise. Read about theautistic mind here. On investing try a thought on stock valuations.  Or Ray Dalio on populism and risk.

In Investing, Leadership Tags leadership

What Divides Us. What Binds Us.

August 22, 2017 Ben Yeoh
Adapted from Rishi Dastidar 

Adapted from Rishi Dastidar 

The US and UK have never been as intransigently divided since the 1930s. Ray Dalio has made this observation about the US. I concur. I add the UK (and possibly much of the Western World) to this mix.

See Bridgewater.com for complete analysis or the LinkedIn post referenced below for a summary.

See Bridgewater.com for complete analysis or the LinkedIn post referenced below for a summary.

Ray Dalio (wiki) should be listened to, in my view, whether you agree with him or not. He is in the top 100 richest people in world. Dalio has pledged half that wealth to the Bill Gates foundation. He has a coherent and thought provoking personal philosophy (Principles here; previously available as a free download but forthcoming as a book soon) that Dalio also applies to his hedge fund, Bridgewater, one of the largest and most successful in the world (which works under this culture: “an idea meritocracy that strives to achieve meaningful work and meaningful relationships through radical transparency.”).

Extract from Dalio's Principles.

Extract from Dalio's Principles.

I rate his principles along with the Netflix culture slides (the 2001 original slides here, the update in 2016 and most recent update at Netflix; ) as required reading on corporate culture. You might not agree with the principles but their influence has certainly been felt in modern corporate culture and management over the last decade.

Extract from Dalio's principles. Compare them to Neil Gaiman's commencement address.

Extract from Dalio's principles. Compare them to Neil Gaiman's commencement address.

Dalio's views on mistakes sound very much like Neil Gaiman's view on mistakes, one written by a story teller (I take a look at Gaiman's commencement address extolling mistakes in an earlier post) and the other written by an "investor-philosopher".

While his principles and this YouTube video (see below) on his economic model thinking (incidentally there is evidence that he predicted and was somewhat prepared for the last great economic crash) are good background reading...

...For the present you should read these three posts of which I detail some extracted notes and commentary below. The posts are on (i) populism, (ii) rising risks and (iii) divisions in society

My reading of his view is that geopolitical risk is high at the moment. Under one interpretation the highest since the 1930s. This is because there are deep and widening divisions in society. There is reluctance on all sides to retreat (no one seems to like the idea of retreating any more) or move away from their positions.

You can see this in the approval ratings for Donald Trump from his Republican supporters. Out of his 35% job approval ratings (that's still 35 out of 100 Americans),

Gallup Polls (and below). Source here.

Gallup Polls (and below). Source here.

Trump-appvoal-republicans.png

Approval rating  from Republican supporters is running at close to 80% and has been consistantly 80% to 90% all year (given the +/- 3% error). People are not changing their view (much, very slight down tick over the year). Democrats have not moved from their rock bottom approval rating.

 

I like to joke that the lesson we learn from history is that we do not learn much from history.

In the long cycle of history and human civilisations, in transient intransigent special interests or narrow elites have occurred at the end of dynasties. How conflict is handled at these moments in time are very telling.

In Populism (see the full analysis here)  Dalio writes "Given the extent of it now, over the next year populism will certainly play a greater role in shaping economic policies. In fact, we believe that populism’s role in shaping economic conditions will probably be more powerful than classic monetary and fiscal policies (as well as a big influence on fiscal policies). It will also be important in driving international relations. Exactly how important we can’t yet say. We will learn a lot more over the next year or so ... 

Bridgewater analysis, see the full analysis here

Bridgewater analysis, see the full analysis here

...populism is a rebellion of the common man against the elites and, to some extent, against the system. The rebellion and the conflict that comes with it occur in varying degrees. Sometimes the system bends with it and sometimes the system breaks. Whether it bends or breaks in response to this rebellion and conflict depends on how flexible and well established the system is. It also seems to depend on how reasonable and respectful of the system the populists who gain power are...

populism2.png

His conclusions in Risks are rising  are:

"...We bet on the events/outcomes that we think we have an edge in understanding. For events/outcomes where we don’t think we have a particular edge—e.g., political events—we aim to construct our portfolio to be relatively neutral or balanced to those risks...

volatilty.png

...As a rule, periods of lower risk/volatility tend to lead to periods of greater risk/volatility. That is reflected in our aggregate market volatility gauge (see below), and markets are pricing in volatility to remain low next year too.... When it comes to assessing political matters (especially global geopolitics like the North Korea matter), we are very humble. We know that we don’t have a unique insight that we’d choose to bet on. Most importantly, we aim to stay liquid, stay diversified, and not be overly exposed to any particular economic outcomes. We like to hedge our bets, though we are never completely hedged. We can also say that if the above things go badly, it would seem that gold (more than other safe haven assets like the dollar, yen, and treasuries) would benefit, so if you don’t have 5-10% of your assets in gold as a hedge, we’d suggest that you relook at this. Don’t let traditional biases, rather than an excellent analysis, stand in the way of you doing this...

 Berlin Wall, 1986 by Thierry Noir (cc)

 Berlin Wall, 1986 by Thierry Noir (cc)

...So, where does that leave us?

While I see no important economic risks on the horizon, I am concerned about growing internal and external conflict leading to impaired government efficiency (e.g. inabilities to pass legislation and set policies) and other conflicts.

I of course hope that the principles that bind us together are stronger than the ones that divide us. I believe that this is a time when it is especially important for us a) to be explicit about what our principles are in order to be clear about what we agree and disagree on, b) to practice the art of thoughtful disagreement, and c) to respect our ways of getting past our disagreements so we can start rowing in the same direction. I believe that how well this is done will have a greater effect on the economy, markets and our overall well-being than classic monetary and fiscal policies, so I continue to closely watch how conflict is handled while tactically reducing our risk to it not being handled well."

Cross fertilise. Read about the autistic mind here and ideas on the arts here. On investing try a thought on stock valuations. 

In Investing Tags Economics, leadership

Success Secrets. 8 Words. 3 Minutes.

August 20, 2017 Ben Yeoh
From RichardStJohn.com

From RichardStJohn.com

Richard St John spent "ten years doing over 500 face-to-face interviews with many of the world’s most successful people, including Bill Gates, Martha Stewart, Richard Branson, the Google founders, Rupert Murdoch, and the list goes on. He analyzed every word they said, sorted, organized and correlated every comment, and created one of the world’s largest and most organized databases on success."

In a move that would bring further despair to Ursula Le Guin, he took this creativity and funneled it into this 3 minute talk (see below, available on Ted).

He has caught my eye because he has tried to distill success into 8 words, that takes quite some squeezing. It is a pithy reminder there are many factors to success. While you can only control what you can control... and there is a lot not in your control... there are elements you can work through.

st-john.png

He has also named the guide to his work, Spike! Of course, he has a book on the subject. 

[Although Spike is "very simple, so anybody can relate, no matter what their gender, nationality, or race. (Editors note: The real reason he made Spike so simple is, even after four years at art college, the guy still can’t draw.)]

Cross fertilise. Read about the autistic mind here and ideas on the arts here. On investing try a thought on stock valuations. 

In Leadership Tags leadership

Nassim Taleb. Commencement Address.

August 1, 2017 Ben Yeoh
IMG_2455.PNG

Nassim Nicholas Taleb gave a Commencement Address to the American University in Beirut in 2016. Taleb has written "a philosophical and practical essay on uncertainty (Antifragile , The Black Swan, Fooled by Randomness, and The Bed of Procrustes), a (so far) 4-volume "investigation of opacity, luck, uncertainty, probability, human error, risk,and decision making when we don’t understand the world, expressed in the form of a personal essay with autobiographical sections, stories, parables, and philosophical, historical, and scientific discussions in nonoverlapping volumes that can be accessed in any order." More on Taleb.

His Commencement Address has some interesting life thoughts and as someone seemingly fond of aphorisms he ends on this:

The following are no-nos:

Muscles without strength,

friendship without trust,

opinion without risk,

change without aesthetics,

age without values,

food without nourishment,

power without fairness,

facts without rigor,

degrees without erudition,

militarism without fortitude,

progress without civilization,

complication without depth,

fluency without content,

and, most of all, religion without tolerance.

My highlights from his speech below. The full text is here.

For I have a single definition of success: you look in the mirror every evening, and wonder if you disappoint the person you were at 18, right before the age when people start getting corrupted by life. Let him or her be the only judge; not your reputation, not your wealth, not your standing in the community, not the decorations on your lapel. If you do not feel ashamed, you are successful. All other definitions of success are modern constructions; fragile modern constructions.

(I am happy to report, I'm pretty sure my 18 year old self would not be disappointed with me)
...

...the courage to do something unpopular. Take risks for the benefit of others; it doesn’t have to be humanity...The more micro, the less abstract, the better.

Success requires absence of fragility. I’ve seen billionaires terrified of journalists, wealthy people who felt crushed because their brother in law got very rich, academics with Nobel who were scared of comments on the web...

...But self-respect is robust –that’s the approach of the Stoic school, which incidentally was a Phoenician movement. (If someone wonders who are the Stoics I’d say Buddhists with an attitude problem, imagine someone both very Lebanese and Buddhist). I’ve seen robust people in my village Amioun who were proud of being local citizens involved in their tribe; they go to bed proud and wake up happy....


...Now a bit of my own history. Don’t tell anyone, but all the stuff you think comes from deep philosophical reflection is dressed up: it all comes from an ineradicable gambling instinct –just imagine a compulsive gambler playing high priest. People don’t like to believe it: my education came from trading and risk taking with some help from school....

...I skipped school most days and, starting at age 14, started reading voraciously. Later I discovered an inability to concentrate on subjects others imposed on me. I separated school for credentials and reading for one’s edification...Greed and fear are teachers. I was like people with addictions who have a below average intelligence but were capable of the most ingenious tricks to procure their drugs. When there was risk on the line, suddenly a second brain in me manifested itself and these theorems became interesting. When there is fire, you will run faster than in any competition. Then I became dumb again when there was no real action....
...I discovered along the way that the economists and social scientists were almost always applying the wrong math to the problems, what became later the theme of The Black Swan. Their statistical tools were not just wrong, they were outrageously wrong –they still are. Their methods underestimated “tail events”, those rare but consequential jumps. They were too arrogant to accept it. This discovery allowed me to achieve financial independence in my twenties, after the crash of 1987.
So I felt I had something to say in the way we used probability, and how we think about, and manage uncertainty. Probability is the logic of science and philosophy; it touches on many subjects: theology, philosophy, psychology, science, and the more mundane risk engineering...

...The second break came to me when the crisis of 2008 happened and felt vindicated and made another bundle putting my neck on the line. But fame came with the crisis and I discovered that I hated fame, famous people, caviar, champagne, complicated food, expensive wine and, mostly wine commentators. I like mezze with local Arak baladi, including squid in its ink (sabbidej), no less no more, and wealthy people tend to have their preferences dictated by a system meant to milk them. My own preferences became obvious to me when after a dinner in a Michelin 3 stars with stuffy and boring rich people, I stopped by Nick’s pizza for a $6.95 dish and I haven’t had a Michelin meal since, or anything with complex names. I am particularly allergic to people who like themselves to be surrounded by famous people, the IAND (International Association of Name Droppers). So, after about a year in the limelight I went back to the seclusion of my library (in Amioun or near NY), and started a new career as a researcher doing technical work. When I read my bio I always feel it is that of another person: it describes what I did not what I am doing and would like to do...

I am just describing my life. I hesitate to give advice because every major single piece of advice I was given turned out to be wrong and I am glad I didn’t follow them. I was told to focus and I never did. I was told to never procrastinate and I waited 20 years for The Black Swan and it sold 3 million copies. I was told to avoid putting fictional characters in my books and I did put in Nero Tulip and Fat Tony because I got bored otherwise. I was told to not insult the New York Times and the Wall Street Journal; the more I insulted them the nicer they were to me and the more they solicited Op-Eds. I was told to avoid lifting weights for a back pain and became a weightlifter: never had a back problem since.

If I had to relive my life I would be even more stubborn and uncompromising than I have been.

One should never do anything without skin in the game. If you give advice, you need to be exposed to losses from it. It is an extension to the silver rule. So I will tell you what tricks I employ.

• Do not read the newspapers, or follow the news in any way or form. To be convinced, try reading last years’ newspaper. It doesn’t mean ignore the news; it means that you go from the events to the news, not the other way around.
• If something is nonsense, you say it and say it loud. You will be harmed a little but will be antifragile — in the long run people who need to trust you will trust you.

When I was still an obscure author, I walked out of a studio Bloomberg Radio during an interview because the interviewer was saying nonsense. Three years later Bloomberg Magazine did a cover story on me. Every economist on the planet hates me (except of course those of AUB).

Treat the doorman with a bit more respect than the big boss.

If something is boring, avoid it –save taxes and visits to the mother in law. Why? Because your biology is the best nonsense detector; use it to navigate your life.

The No-Nos
There are a lot of such rules in my books, so for now let me finish with a few maxims. The following are no-nos:

Muscles without strength,
friendship without trust,
opinion without risk,
change without aesthetics,
age without values,
food without nourishment,
power without fairness,
facts without rigor,
degrees without erudition,
militarism without fortitude,
progress without civilization,
complication without depth,
fluency without content,
and, most of all, religion without tolerance.

Read more on Taleb and his discussion of ethics and Cross fertilise. Read about the autistic mind here and ideas on the arts here.

In Leadership Tags leadership
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Oglivy. Principles of Management.

July 29, 2017 Ben Yeoh

In 1968, David Ogilvy set this down:

"...Nor do I seek to freeze the style of Ogilvy & Mather after I retire.

[To me this resonates with the idea that a set of rules or regulations can tend to only freeze best ideas at that time.  Innovation will always conflict with regulation, as rules ossify.  See my commentary on John Kay.]

I hope that future generations will improve upon the Principles I enunciate in this paper...

  1. To serve our clients more effectively than any other agency.
  2. To earn an increased profit every year
  3. To maintain high ethical standards
  4. To run the agency with a sense of competitive urgency
  5. To keep our services up-to-date
  6. To Make Ogilvy & Mather the most exciting agency to work in
  7. To earn the respect of the community

On Profit:   in business to earn a profit through superior service... we must pursue profit - not billing. The chief opportunities for increasing profit lie in:

... separating passengers without delay... discontinuing boondoggles and obsolete services:

To keep your ship moving through the water at maximum efficiency, you have to keep scraping the barnacles off its bottom. It is rare for a department head to recommend the abolition of a job, or even the elimination of a man; the pressure from below is always for adding. If the initiative for barnacle-scraping does not come from Management, barnacles will never be scraped

[is this Ogilvy recommending zero based budgeting before ZBB became a management movement?  "I've never heard a budget that can't be justified"  one CEO told me.]

Avoiding duplication of function - two men doing a job which one can do... reducing wheel-spinning in the creative area  [easier said than done though]

On Morale:   Ad agencies are fertile ground for office politics. You should hard to minimise them, because they take up energy which can better be devoted to our clients; some agencies have been destroyed by internal politics.

  • Always be fair an honest in your own dealings; unfairness and dishonesty at the top can demoralise an agency.
  • Never hire relatives or friends.
  • Sack incurable politicians.
  • Crusade against paper warfare. Encourage your people to air their disagreements face-to-face [I think we've lost this battle on Twitter etc.]
  • Discourage secrecy.
  • Discourage poaching
  • compose sibling rivalries.

I want all our people to believe that they are working in the best agency in the world. A sense of pride works wonders.

The best way to "install a generator" in a man is to give him the greatest responsibility.  Treat your subordinates as grown-ups - and they will grow up. Help them when they are in difficulty. Be affectionate and human, not cold and impersonal.

It is vitally important to encourage free communication upward. Encourage your people to be candid with you. Ask their advice - and listen to it.

Hard work never killed a man. Men die of boredom, psychological conflict and disease. They do not die of hard work.

While you are responsible to your clients for sales results, you are also responsible to consumers for kind of advertising you bring into their homes. Your aim should be to create advertising that is in good taste. I abhor advertising that is blatant, dull, or dishonest. Agencies which transgress this principle are not widely respected.

Some different quotes from this work found on Papova's Brainpickings.  More from me in an earlier post on advertising.

In Leadership, Investing Tags management, leadership
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