Product Feedback Quotes

The America of my time line is a laboratory example of what can happen to democracies, what has eventually happened to all perfect democracies throughout all histories. A perfect democracy, a ‘warm body’ democracy in which every adult may vote and all votes count equally, has no internal feedback for self-correction. It depends solely on the wisdom and self-restraint of citizens… which is opposed by the folly and lack of self-restraint of other citizens. What is supposed to happen in a democracy is that each sovereign citizen will always vote in the public interest for the safety and welfare of all. But what does happen is that he votes his own self-interest as he sees it… which for the majority translates as ‘Bread and Circuses.’ ‘Bread and Circuses’ is the cancer of democracy, the fatal disease for which there is no cure. Democracy often works beautifully at first. But once a state extends the franchise to every warm body, be he producer or parasite, that day marks the beginning of the end of the state. For when the plebs discover that they can vote themselves bread and circuses without limit and that the productive members of the body politic cannot stop them, they will do so, until the state bleeds to death, or in its weakened condition the state succumbs to an invader—the barbarians enter Rome.

Most business relationships either become too tense to tolerate or not tense enough to be productive after a while. Either people challenge each other to the point where they don’t like each other or they become complacent about each other’s feedback and no longer benefit from the relationship.

Multitasking has been found to increase the production of the stress hormone cortisol as well as the fight-or-flight hormone adrenaline, which can overstimulate your brain and cause mental fog or scrambled thinking. Multitasking creates a dopamine-addiction feedback loop, effectively rewarding the brain for losing focus and for constantly searching for external stimulation. To make matters worse, the prefrontal cortex has a novelty bias, meaning that its attention can be easily hijacked by something new—the proverbial shiny objects

The point is not to find the average customer but to find early adopters: the customers who feel the need for the product most acutely. Those customers tend to be more forgiving of mistakes and are especially eager to give feedback.

My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn’t matter if you’re 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That’s why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

Feedback doesn’t tell you about yourself. It tells you about the person giving the feedback. In other words, if someone says your work is gorgeous, that just tells you about *their* taste. If you put out a new product and it doesn’t sell at all, that tells you something about what your audience does and doesn’t want. When we look at praise and criticism as information about the people giving it, we tend to get really curious about the feedback, rather than dejected or defensive.

If we want better global supply chains, there are lots of other things that have to be made better first. We need to be better with equitably including small businesses into global logistics. We need to be better with upcycling, and feedback loops. We need to be better with implementing Blockchain technology. We need to be better with material ecology and designing products for longevity. And so much more.

We have to be able to take feedback—regardless of how it’s delivered—and apply it productively. We have to do this for a simple reason: Mastery requires feedback. I don’t care what we’re trying to master—and whether we’re trying to develop greatness or proficiency—it always requires feedback.

self-consciousness was the product of a positive feedback loop between perception and reflection, the two eventually amplifying each other into a cycle that occurred so quickly neither could be separated from the other.

Under-slept employees are not, therefore, going to drive your business forward with productive innovation. Like a group of people riding stationary exercise bikes, everyone looks like they are pedaling, but the scenery never changes. The irony that employees miss is that when you are not getting enough sleep, you work less productively and thus need to work longer to accomplish a goal. This means you often must work longer and later into the evening, arrive home later, go to bed later, and need to wake up earlier, creating a negative feedback loop. Why try to boil a pot of water on medium heat when you could do so in half the time on high? People often tell me that they do not have enough time to sleep because they have so much work to do. Without wanting to be combative in any way whatsoever, I respond by informing them that perhaps the reason they still have so much to do at the end of the day is precisely because they do not get enough sleep at night.

When you first start off trying to solve a problem, the first solutions you come up with are very complex, and most people stop there. But if you keep going, and live with the problem and peel more layers of the onion off, you can oftentimes arrive at some very elegant and simple solutions. Most people just don't put in the time or energy to get there.

There is no failure, only feedback

HUMAN BILL OF RIGHTS [GUIDELINES FOR FAIRNESS AND INTIMACY] I have the right to be treated with respect. I have the right to say no. I have the right to make mistakes. I have the right to reject unsolicited advice or feedback. I have the right to negotiate for change. I have the right to change my mind or my plans. I have a right to change my circumstances or course of action. I have the right to have my own feelings, beliefs, opinions, preferences, etc. I have the right to protest sarcasm, destructive criticism, or unfair treatment. I have a right to feel angry and to express it non-abusively. I have a right to refuse to take responsibility for anyone else’s problems. I have a right to refuse to take responsibility for anyone’s bad behavior. I have a right to feel ambivalent and to occasionally be inconsistent. I have a right to play, waste time and not always be productive. I have a right to occasionally be childlike and immature. I have a right to complain about life’s unfairness and injustices. I have a right to occasionally be irrational in safe ways. I have a right to seek healthy and mutually supportive relationships. I have a right to ask friends for a modicum of help and emotional support. I have a right to complain and verbally ventilate in moderation. I have a right to grow, evolve and prosper.

Making Genetic Changes We used to think that genes created disease and that we were at the mercy of our DNA. So if many people in someone’s family died of heart disease, we assumed that their chances of also developing heart disease would be pretty high. But we now know through the science of epigenetics that it’s not the gene that creates disease but the environment that programs our genes to create disease—and not just the external environment outside our body (cigarette smoke or pesticides, for example), but also the internal environment within our body: the environment outside our cells. What do I mean by the environment within our body? As I said previously, emotions are chemical feedback, the end products of experiences we have in our external environment. So as we react to a situation in our external environment that produces an emotion, the resulting internal chemistry can signal our genes to either turn on (up-regulating, or producing an increased expression of the gene) or to turn off (down-regulating, or producing a decreased expression of the gene). The gene itself doesn’t physically change—the expression of the gene changes, and that expression is what matters most because that is what affects our health and our lives.

We always started small, with some inspiration. We made demos. We mixed in feedback. We listened to guidance from smart colleagues. We blended in variations. We honed our vision. We followed the initial demo with another and then another. We improved our demos in incremental steps. We evolved our work by slowly converging on better versions of the vision. Round after round of creative selection moved us step by step from the spark of an idea to a finished product.

What is more, the whole apparatus of life has become so complex and the processes of production, distribution, and consumption have become so specialized and subdivided, that the individual person loses confidence in his own unaided capacities: he is increasingly subject to commands he does not understand, at the mercy of forces over which he exercises no effective control, moving to a destination he has not chosen. Unlike the taboo-ridden savage, who is often childishly over-confident in the powers of his shaman or magician to control formidable natural forces, however inimical, the machine-conditioned individual feels lost and helpless as day by day he metaphorically punches his time-card, takes his place on the assembly line, and at the end draws a pay check that proves worthless for obtaining any of the genuine goods of life. This lack of close personal involvement in the daily routine brings a general loss of contact with reality: instead of continuous interplay between the inner and the outer world, with constant feedback or readjustment and with stimulus to fresh creativity, only the outer world-and mainly the collectively organized outer world of the power system-exercises authority: even private dreams must be channeled through television, film, and disc, in order to become acceptable. With this feeling of alienation goes the typical psychological problem of our time, characterized in classic terms by Erik Erikson as the 'Identity Crisis.' In a world of transitory family nurture, transitory human contacts, transitory jobs and places of residence, transitory sexual and family relations, the basic conditions for maintaining continuity and establishing personal equilibrium disappear. The individual suddenly awakens, as Tolstoi did in a famous crisis in his own life at Arzamas, to find himself in a strange, dark room, far from home, threatened by obscure hostile forces, unable to discover where he is or who he is, appalled by the prospect of a meaningless death at the end of a meaningless life.

As CEO, you should have an opinion on absolutely everything. You should have an opinion on every forecast, every product plan, every presentation, and even every comment. Let people know what you think. If you like someone’s comment, give her the feedback. If you disagree, give her the feedback. Say what you think. Express yourself. This will have two critically important positive effects:   Feedback won’t be personal in your company. If the CEO constantly gives feedback, then everyone she interacts with will just get used to it. Nobody will think, “Gee, what did she really mean by that comment? Does she not like me?” Everybody will naturally focus on the issues, not an implicit random performance evaluation.   People will become comfortable discussing bad news. If people get comfortable talking about what each other are doing wrong, then it will be very easy to talk about what the company is doing wrong. High-quality company cultures get their cue from data networking routing protocols: Bad news travels fast and good news travels slowly. Low-quality company cultures take on the personality of the Wicked Witch of the West in The Wiz: “Don’t nobody bring me no bad news.

The main reason products fail is because they don't meet customer needs in a way that is better than other alternatives.

The main point of salient feedback is to help you make decisions about the inputs into your production process of happiness.

Companies with strong product-driven or engineering cultures tend to be the ones that develop feature shocks. Firms with a culture of playing it safe and avoiding big risks typically suffer minivations. Hidden gems most often afflict companies that coddle the core business. And undeads are born in firms whose top-down cultures discourage feedback and criticism from below. Let

Only 5 percent of entrepreneurship is the big idea, the business model, the whiteboard strategizing, and the splitting up of the spoils. The other 95 percent is the gritty work that is measured by innovation accounting: product prioritization decisions, deciding which customers to target or listen to, and having the courage to subject a grand vision to constant testing and feedback.

Openness and transparency is a great first step, but it is equally as important to take the results of that openness--the feedback and market research--and integrate it into the product itself.

That is, the adoption of food production exemplifies what is termed an autocatalytic process—one that catalyzes itself in a positive feedback cycle, going faster and faster once it has started.

The MVP has just those features considered sufficient for it to be of value to customers and allow for it to be shipped or sold to early adopters. Customer feedback will inform future development of the product.

Customers care about being heard, and they care about having their feedback taken into account and knowing that something is being done because of that. They don’t care about when the next version of your product is coming out.

If you make music, don’t give up if you’re not making money, getting any recognition or not getting good feedback. You were doing it wrong in the first place if you thought that. Do it for yourself..bleed the thoughts out on that canvas in musical form.

The Lean Product Process consists of six steps: Determine your target customers Identify underserved customer needs Define your value proposition Specify your minimum viable product (MVP) feature set Create your MVP prototype Test your MVP with customers

We fail to take responsibility, to act productively in the interest of ourselves and others. And in our attempts at a better life, we are often severely limited or thwarted by the immature and socially inept behavior of ourselves and others. There is a great fabric of relations, behaviors and emotions, reverberating with human and animal bliss and suffering, a web of intimate and formal relations, both direct and indirect. Nasty whirlwinds of feedback cycles blow through this great multidimensional web, pulsating with hurt and degradation. My lacking human development blocks your possible human development. My lack of understanding of you, your needs perspectives, hurts you in a million subtle ways. I become a bad lover, a bad colleague, a bad fellow citizen and human being. We are interconnected: You cannot get away from my hurt and wounds. They will follow you all of your life—I will be your daughter’s abusive boyfriend, your belligerent neighbor from hell. And you will never grow wings because there will always be mean bosses, misunderstanding families and envious friends. And you will tell yourself that is how life must be. But it is not how life has to be. Once you begin to be able to see the social-psychological fabric of everyday life, it becomes increasingly apparent that the fabric is relatively easy to change, to develop. Metamodern politics aims to make everyone secure at the deepest psychological level, so that we can live authentically; a byproduct of which is a sense of meaning in life and lasting happiness; a byproduct of which is kindness and an increased ability to cooperate with others; a byproduct of which is deeper freedom and better concrete results in the lives of everyone; a byproduct of which is a society less likely to collapse into a heap of atrocities.

Scale is the elephant in the room. When Silicon Valley executives excuse themselves and say their platform’s scale is so big that it’s really hard to prevent mass shootings from being broadcast or ethnic cleansing from being incited on their platforms, this is not an excuse—they are implicitly acknowledging that what they have created is too big for them to manage on their own. And yet, they also implicitly believe that their right to profit from these systems outweighs the social costs others bear. So when companies like Facebook say, “We have heard feedback that we must do more,” as they did when their platform was used to live-broadcast mass shootings in New Zealand, we should ask them a question: If these problems are too big for you to solve on the fly, why should you be allowed to release untested products before you understand their potential consequences for society?

We avoid tough conversations, including giving honest, productive feedback. Some leaders attributed this to a lack of courage, others to a lack of skills, and, shockingly, more than half talked about a cultural norm of “nice and polite” that’s leveraged as an excuse to avoid tough conversations.

Eric Ries, author of The Lean Startup, explains that the best way to get to Product Market Fit is by starting with a “minimum viable product” and improving it based on feedback—as opposed to what most of us do, which is to try to launch publicly with what we think is our final, perfected product. Today,

According to the Tiqqun collective, we have become the innocuous, pliable inhabitants of global urban societies.7 Even in the absence of any direct compulsion, we choose to do what we are told to do; we allow the management of our bodies, our ideas, our entertainment, and all our imaginary needs to be externally imposed. We buy products that have been recommended to us through the monitoring of our electronic lives, and then we voluntarily leave feedback for others about what we have purchased. We are the compliant subject who submits to all manner of biometric and surveillance intrusion, and who ingests toxic food and water and lives near nuclear reactors without complaint. The absolute abdication of responsibility for living is indicated by the titles of the many bestselling guides that tell us, with a grim fatality, the 1,000 movies to see before we die, the 100 tourist destinations to visit before we die, the 500 books to read before we die.

In fact, you’ll often hear VCs say that they like founders who have strong opinions but ones that are weakly held, that is, the ability to incorporate compelling market data and allow it to evolve your product thinking. Have conviction and a well-vetted process, but allow yourself to “pivot” (to invoke one of the great euphemisms in venture capital speak) based on real-world feedback.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

The fixed- and growth-mindset groups started with the same ability, but as time went on the growth-mindset groups clearly outperformed the fixed-mindset ones. And this difference became ever larger the longer the groups worked. Once again, those with the growth mindset profited from their mistakes and feedback far more than the fixed-mindset people. But what was even more interesting was how the groups functioned. The members of the growth-mindset groups were much more likely to state their honest opinions and openly express their disagreements as they communicated about their management decisions. Everyone was part of the learning process. For the fixed-mindset groups—with their concern about who was smart or dumb or their anxiety about disapproval for their ideas—that open, productive discussion did not happen. Instead, it was more like groupthink.

Most business relationships either become too tense to tolerate or not tense enough to be productive after a while. Either people challenge each other to the point where they don’t like each other or they become complacent about each other’s feedback and no longer benefit from the relationship. With Marc and me, even after eighteen years, he upsets me almost every day by finding something wrong in my thinking, and I do the same for him. It works.

An adaptive development process has a different character from an optimizing one. Optimizing reflects a basic prescriptive Plan-Design-Build lifecycle. Adapting reflects an organic, evolutionary Envision-Explore-Adapt lifecycle. An adaptive approach begins not with a single solution, but with multiple potential solutions (experiments). It explores and selects the best by applying a series of fitness tests (actual product features or simulations subjected to acceptance tests) and then adapting to feedback.

In knowledge work, when you agree to a new commitment, be it a minor task or a large project, it brings with it a certain amount of ongoing administrative overhead: back-and-forth email threads needed to gather information, for example, or meetings scheduled to synchronize with your collaborators. This overhead tax activates as soon as you take on a new responsibility. As your to-do list grows, so does the total amount of overhead tax you’re paying. Because the number of hours in the day is fixed, these administrative chores will take more and more time away from your core work, slowing down the rate at which these objectives are accomplished. At moderate workloads, this effect might be frustrating: a general sense that completing your work is taking longer than it should. As your workload increases, however, the overhead tax you’re paying will eventually pass a tipping point, beyond which logistical efforts will devour so much of your schedule that you cannot complete old tasks fast enough to keep up with the new. This feedback loop can quickly spiral out of control, pushing your workload higher and higher until you find yourself losing your entire day to overhead activities: meeting after meeting conducted against a background hum of unceasing email and chat. Eventually the only solution becomes to push actual work into ad hoc sessions added after hours—in the evenings and early mornings, or over the weekend—in a desperate attempt to avoid a full collapse of all useful output. You’re as busy as you’ve ever been, and yet hardly get anything done.

Hey Pete. So why the leave from social media? You are an activist, right? It seems like this decision is counterproductive to your message and work." A: The short answer is I’m tired of the endless narcissism inherent to the medium. In the commercial society we have, coupled with the consequential sense of insecurity people feel, as they impulsively “package themselves” for public consumption, the expression most dominant in all of this - is vanity. And I find that disheartening, annoying and dangerous. It is a form of cultural violence in many respects. However, please note the difference - that I work to promote just that – a message/idea – not myself… and I honestly loath people who today just promote themselves for the sake of themselves. A sea of humans who have been conditioned into viewing who they are – as how they are seen online. Think about that for a moment. Social identity theory run amok. People have been conditioned to think “they are” how “others see them”. We live in an increasing fictional reality where people are now not only people – they are digital symbols. And those symbols become more important as a matter of “marketing” than people’s true personality. Now, one could argue that social perception has always had a communicative symbolism, even before the computer age. But nooooooothing like today. Social media has become a social prison and a strong means of social control, in fact. Beyond that, as most know, social media is literally designed like a drug. And it acts like it as people get more and more addicted to being seen and addicted to molding the way they want the world to view them – no matter how false the image (If there is any word that defines peoples’ behavior here – it is pretention). Dopamine fires upon recognition and, coupled with cell phone culture, we now have a sea of people in zombie like trances looking at their phones (literally) thousands of times a day, merging their direct, true interpersonal social reality with a virtual “social media” one. No one can read anymore... they just swipe a stream of 200 character headlines/posts/tweets. understanding the world as an aggregate of those fragmented sentences. Massive loss of comprehension happening, replaced by usually agreeable, "in-bubble" views - hence an actual loss of variety. So again, this isn’t to say non-commercial focused social media doesn’t have positive purposes, such as with activism at times. But, on the whole, it merely amplifies a general value system disorder of a “LOOK AT ME! LOOK AT HOW GREAT I AM!” – rooted in systemic insecurity. People lying to themselves, drawing meaningless satisfaction from superficial responses from a sea of avatars. And it’s no surprise. Market economics demands people self promote shamelessly, coupled with the arbitrary constructs of beauty and success that have also resulted. People see status in certain things and, directly or pathologically, use those things for their own narcissistic advantage. Think of those endless status pics of people rock climbing, or hanging out on a stunning beach or showing off their new trophy girl-friend, etc. It goes on and on and worse the general public generally likes it, seeking to imitate those images/symbols to amplify their own false status. Hence the endless feedback loop of superficiality. And people wonder why youth suicides have risen… a young woman looking at a model of perfection set by her peers, without proper knowledge of the medium, can be made to feel inferior far more dramatically than the typical body image problems associated to traditional advertising. That is just one example of the cultural violence inherent. The entire industry of social media is BASED on narcissistic status promotion and narrow self-interest. That is the emotion/intent that creates the billions and billions in revenue these platforms experience, as they in turn sell off people’s personal data to advertisers and governments. You are the product, of course.

Radical open-mindedness and radical transparency are invaluable for rapid learning and effective change. Learning is the product of a continuous real-time feedback loop in which we make decisions, see their outcomes, and improve our understanding of reality as a result. Being radically open-minded enhances the efficiency of those feedback loops, because it makes what you are doing, and why, so clear to yourself and others that there can’t be any misunderstandings. The more open-minded you are, the less likely you are to deceive yourself—and the more likely it is that others will give you honest feedback.

It’s a demonic feedback loop. Let me see if I can get this straight. Pharmaceutical companies sell mountains of drugs to factory farms, which depend on them to maintain their abnormally intensive systems. The animals develop antibiotic resistance that spreads to humans. Humans need stronger drugs. In the meantime, the animal industries flood the government with cash in exchange for subsidies. The government, invested in keeping the generous animal food lobbies flush, runs federal programs pushing people to eat increasing amounts of animal-based foods. People oblige. People get sick, requiring medication for the rest of their lives, along with expensive medical procedures. The drugs and procedures falsely assure them that they can continue to eat the food that made them sick in the first place. People continue to support the animal agriculture industry by buying their products, which pay for studies to further convince the public that animal products are an essential part of a healthy diet. People continue to support the pharmaceutical companies because they are tethered to their prescription drugs. This allows drug companies to pay for the “education” of our doctors who prescribe more drugs to us. Then pharmaceutical companies sell mountains of drugs to factory farms…

A minimum viable product (MVP) helps entrepreneurs start the process of learning as quickly as possible. 3 It is not necessarily the smallest product imaginable, though; it is simply the fastest way to get through the Build-Measure-Learn feedback loop with the minimum amount of effort. Contrary to traditional product development, which usually involves a long, thoughtful incubation period and strives for product perfection, the goal of the MVP is to begin the process of learning, not end it. Unlike a prototype or concept test, an MVP is designed not just to answer product design or technical questions. Its goal is to test fundamental business hypotheses.

To be clear, splitting your time evenly between product and traction will certainly slow down product development. However, it counterintuitively won’t slow the time to get your product successfully to market. In fact, it will speed it up! That’s because pursuing product development and traction in parallel has a couple of key benefits. First, it helps you build the right product because you can incorporate knowledge from your traction efforts. If you’re following a good product development process, you’re already getting good feedback from early customers. However, these customers are generally too close to you. They often tell you what you want to hear.

The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail).

As soon as we formulate a hypothesis that we want to test, the product development team should be engineered to design and run this experiment as quickly as possible, using the smallest batch size that will get the job done. Remember that although we write the feedback loop as Build-Measure-Learn because the activities happen in that order, our planning really works in the reverse order: we figure out what we need to learn and then work backwards to see what product will work as an experiment to get that learning. Thus, it is not the customer, but rather our hypothesis about the customer, that pulls work from product development and other functions. Any other work is waste.

As entrepreneurs, product managers, developers, and designers, we love to spend our time coming up with cool new feature ideas and designing great user experiences. However, those items sit at the top two levels of the pyramid of user needs. First and foremost, the product needs to be available when the user wants to use it. After that, the product's response time needs to be fast enough to be deemed adequate. The next tier pertains to the product's quality: Does it work as it is supposed to? We then arrive at the feature set tier, which deals with functionality. At the top, we have user experience (UX) design, which governs how easy—and hopefully how enjoyable—your product is to use. As with Maslow's hierarchy, lower-level needs have to be met before higher-level needs matter.

Get the ongoing process right and it will keep generating ongoing benefits. In our new era, processes trump products. This shift toward processes also means ceaseless change is the fate for everything we make. We are moving away from the world of fixed nouns and toward a world of fluid verbs. In the next 30 years we will continue to take solid things—an automobile, a shoe—and turn them into intangible verbs. Products will become services and processes. Embedded with high doses of technology, an automobile becomes a transportation service, a continuously updated sequence of materials rapidly adapting to customer usage, feedback, competition, innovation, and wear. Whether it is a driverless car or one you drive, this transportation service is packed with flexibility, customization, upgrades, connections, and new benefits.

When applying agile practices at the portfolio level, similar benefits accrue: • Demonstrable results—Every quarter or so products, or at least deployable pieces of products, are developed, implemented, tested, and accepted. Short projects deliver chunks of functionality incrementally. • Customer feedback—Each quarter product managers review results and provide feedback, and executives can view progress in terms of working products. • Better portfolio planning—Portfolio planning is more realistic because it is based on deployed whole or partial products. • Flexibility—Portfolios can be steered toward changing business goals and higher-value projects because changes are easy to incorporate at the end of each quarter. Because projects produce working products, partial value is captured rather than being lost completely as usually happens with serial projects that are terminated early. • Productivity—There is a hidden productivity improvement with agile methods from the work not done. Through constant negotiation, small projects are both eliminated and pared down.

Psychologists who study peer influence ask what it is about teenage girls that makes them so susceptible to peer contagion and so good at spreading it. Many believe it has something to do with the way girls tend to socialize.35 “When we listen to girls versus boys talk to each other, girls are much more likely to reply with statements that are validating and supportive than questioning,” Amanda Rose, professor of psychology at the University of Missouri, told me. “They’re willing to suspend reality to get into their friends’ worlds more. For this reason, adolescent girls are more likely to take on, for instance, the depression their friends are going through and become depressed themselves.” This female tendency to meet our friends where they are and share in their pain can be a productive and valuable social skill. Co-rumination (excessive discussion of a hardship) “does make the relationship between girls stronger,” Professor Rose told me. But it also leads friends to take on each other’s ailments. Teenage girls spread psychic illness because of features natural to their modes of friendship: co-rumination; excessive reassurance seeking; and negative-feedback seeking, in which someone maintains a feeling of control by angling for confirmation of her low self-concept from others.36 It isn’t hard to see why the 24/7 forum of social media intensifies and increases the incidence of each.

Changing Your Opinion Think back to the low self-esteem statements you identified with, bearing in mind that, no matter how you came by your low opinion of yourself, you can change it. As Eleanor Roosevelt once said, “No one can make you feel inferior without your permission.” You own your self-image, and you can feel about yourself whatever you choose to feel. Throughout this book, there are exercises to help you change how you feel about yourself. And in the next chapter, we’ll look at some ways to set social goals. For now, try repeating what Mrs. Roosevelt said: “No one can make you feel inferior without your permission.” Give yourself credit for seeking help with your social problems. You care about yourself, and that counts for a lot. Social anxiety and low self-esteem go hand in hand. In fact, many people simplify so-called “shyness” as a self-esteem problem. The reality is, however, that poor self-esteem is a by-product of social anxiety. It is the social anxiety that comes first, not the other way around! Social failures cause anxiety, which causes avoidance, which causes low self-esteem. As a person’s confidence dwindles, the fears become greater, until eventually the individual simply stops trying. With fewer and fewer opportunities for social interaction, there are also fewer opportunities to receive positive feedback. This combination of factors perpetuates low self-esteem, which cannot be replaced with a healthy self-image until the avoidant behavior ceases.

One winter day in 1993, Bob, Giselle, and Dan proposed taking me out to dinner with the stated purpose of “giving Ray feedback about how he affects people and company morale.” They sent me a memo first, the gist of which was that my way of operating was having a negative effect on everyone in the company. Here’s how they put it: What does Ray do well? He is very bright and innovative. He understands markets and money management. He is intense and energetic. He has very high standards and passes these to others around him. He has good intentions about teamwork, building group ownership, providing flexible work conditions to employees, and compensating people well. What Ray doesn’t do as well: Ray sometimes says or does things to employees which makes them feel incompetent, unnecessary, humiliated, overwhelmed, belittled, oppressed, or otherwise bad. The odds of this happening rise when Ray is under stress. At these times, his words and actions toward others create animosity toward him and leave a lasting impression. The impact of this is that people are demotivated rather than motivated. This reduces productivity and the quality of the environment. The effect reaches far beyond the single employee. The smallness of the company and the openness of communication means that everyone is affected when one person is demotivated, treated badly, not given due respect. The future success of the company is highly dependent on Ray’s ability to manage people as well as money. If he doesn’t manage people well, growth will be stunted and we will all be affected.

This terrifying experiment has already been set in motion. Unlike nuclear war—which is a future potential—climate change is a present reality. There is a scientific consensus that human activities, in particular the emission of greenhouse gases such as carbon dioxide, are causing the earth’s climate to change at a frightening rate.7 Nobody knows exactly how much carbon dioxide we can continue to pump into the atmosphere without triggering an irreversible cataclysm. But our best scientific estimates indicate that unless we dramatically cut the emission of greenhouse gases in the next twenty years, average global temperatures will increase by more than 3.6ºF, resulting in expanding deserts, disappearing ice caps, rising oceans and more frequent extreme weather events such as hurricanes and typhoons.8 These changes in turn will disrupt agricultural production, inundate cities, make much of the world uninhabitable, and send hundreds of millions of refugees in search of new homes.9 Moreover, we are rapidly approaching a number of tipping points, beyond which even a dramatic drop in greenhouse gas emissions will not be enough to reverse the trend and avoid a worldwide tragedy. For example, as global warming melts the polar ice sheets, less sunlight is reflected back from planet Earth to outer space. This means that the planet absorbs more heat, temperatures rise even higher, and the ice melts even faster. Once this feedback loop crosses a critical threshold it will gather an unstoppable momentum, and all the ice in the polar regions will melt even if humans stop burning coal, oil, and gas. Therefore it is not enough that we recognize the danger we face. It is critical that we actually do something about it now. Unfortunately, as of 2018, instead of a reduction in greenhouse gas emissions, the global emission rate is still increasing. Humanity has very little time left to wean itself from fossil fuels. We need to enter rehab today. Not next year or next month, but today. “Hello, I am Homo sapiens, and I am a fossil-fuel addict.

For Dylan, this electric assault threatened to suck the air out of everything else, only there was too much radio oxygen to suck. “Like a Rolling Stone” was the giant, all-consuming anthem of the new “generation gap” disguised as a dandy’s riddle, a dealer’s come-on. As a two-sided single, it dwarfed all comers, disarmed and rejuvenated listeners at each hearing, and created vast new imaginative spaces for groups to explore both sonically and conceptually. It came out just after Dylan’s final acoustic tour of Britain, where his lyrical profusion made him a bard, whose tabloid accolade took the form of political epithet: “anarchist.” As caught on film by D. A. Pennebaker’s documentary Don’t Look Back, the young folkie had already graduated to rock star in everything but instrumentation. “Satisfaction” held Dylan back at number two during its four-week July hold on Billboard’s summit, giving way to Herman’s Hermits’ “I’m Henry the Eighth, I Am” and Sonny and Cher’s “I Got You Babe” come August, novelty capstones to Dylan’s unending riddle. (In Britain, Dylan stalled at number four.) The ratio of classics to typical pop schlock, like Freddie and the Dreamers’ “I’m Telling You Now” or Tom Jones’s “It’s Not Unusual,” suddenly got inverted. For cosmic perspective, yesterday’s fireball, Elvis Presley, sang “Do the Clam.” Most critics have noted the Dylan influence on Lennon’s narratives. Less space gets devoted to Lennon’s effect on Dylan, which was overt: think of how Dylan rewires Chuck Berry (“Subterranean Homesick Blues”) or revels in inanity (“Rainy Day Women #12 & 35”). Even more telling, Lennon’s keening vocal harmonies in “Nowhere Man,” “And Your Bird Can Sing,” and “Dr. Robert” owed as much to the Byrds and the Beach Boys, high-production turf Dylan simply abjured. Lennon also had more stylistic stretch, both in his Beatle context and within his own sensibility, as in the pagan balalaikas in “Girl” or the deliberate amplifier feedback tripping “I Feel Fine.” Where Dylan skewed R&B to suit his psychological bent, Lennon pursued radical feats of integration wearing a hipster’s arty façade, the moptop teaching the quiet con. Building up toward Rubber Soul throughout 1965, Beatle gravity exerted subtle yet inexorable force in all directions.

I believe that social media, and the internet as a whole, have negatively impacted our ability to both think long-term and to focus deeply on the task in front of us. It is no surprise, therefore, that Apple CEO, Steve Jobs, prohibited his children from using phones or tablets—even though his business was to sell millions of them to his customers! The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail). As we demand more and more stimulation, our focus is increasingly geared toward the short term and our vision of reality becomes distorted. This leads us to adopt inaccurate mental models such as: Success should come quickly and easily, or I don’t need to work hard to lose weight or make money. Ultimately, this erroneous concept distorts our vision of reality and our perception of time. We can feel jealous of people who seem to have achieved overnight success. We can even resent popular YouTubers. Even worse, we feel inadequate. It can lead us to think we are just not good enough, smart enough, or disciplined enough. Therefore, we feel the need to compensate by hustling harder. We have to hurry before we miss the opportunity. We have to find the secret that will help us become successful. And, in this frenetic race, we forget one of the most important values of all: patience. No, watching motivational videos all day long won’t help you reach your goals. But, performing daily consistent actions, sustained over a long period of time will. Staying calm and focusing on the one task in front of you every day will. The point is, to achieve long-term goals in your personal or professional life, you must regain control of your attention and rewire your brain to focus on the long term. To do so, you should start by staying away from highly stimulating activities.

But if the same man is in a quiet corner of a bar, drinking alone, he will get more depressed. Now there’s nothing to distract him. Drinking puts you at the mercy of your environment. It crowds out everything except the most immediate experiences.2 Here’s another example. One of the central observations of myopia theory is that drunkenness has its greatest effect in situations of “high conflict”—where there are two sets of considerations, one near and one far, that are in opposition. So, suppose that you are a successful professional comedian. The world thinks you are very funny. You think you are very funny. If you get drunk, you don’t think of yourself as even funnier. There’s no conflict over your hilariousness that alcohol can resolve. But suppose you think you are very funny and the world generally doesn’t. In fact, whenever you try to entertain a group with a funny story, a friend pulls you aside the next morning and gently discourages you from ever doing it again. Under normal circumstances, the thought of that awkward conversation with your friend keeps you in check. But when you’re drunk? The alcohol makes the conflict go away. You no longer think about the future corrective feedback regarding your bad jokes. Now it is possible for you to believe that you are actually funny. When you are drunk, your understanding of your true self changes. This is the crucial implication of drunkenness as myopia. The old disinhibition idea implied that what was revealed when someone got drunk was a kind of stripped-down, distilled version of their sober self—without any of the muddying effects of social nicety and propriety. You got the real you. As the ancient saying goes, In vino veritas: “In wine there is truth.” But that’s backward. The kinds of conflicts that normally keep our impulses in check are a crucial part of how we form our character. All of us construct our personality by managing the conflict between immediate, near considerations and more complicated, longer-term considerations. That is what it means to be ethical or productive or responsible. The good parent is someone who is willing to temper their own immediate selfish needs (to be left alone, to be allowed to sleep) with longer-term goals (to raise a good child). When alcohol peels away those longer-term constraints on our behavior, it obliterates our true self. So who were the Camba, in reality? Heath says their society was marked by a singular lack of “communal expression.” They were itinerant farmworkers. Kinship ties were weak. Their daily labor tended to be solitary, the hours long.

In 2009, Kahneman and Klein took the unusual step of coauthoring a paper in which they laid out their views and sought common ground. And they found it. Whether or not experience inevitably led to expertise, they agreed, depended entirely on the domain in question. Narrow experience made for better chess and poker players and firefighters, but not for better predictors of financial or political trends, or of how employees or patients would perform. The domains Klein studied, in which instinctive pattern recognition worked powerfully, are what psychologist Robin Hogarth termed “kind” learning environments. Patterns repeat over and over, and feedback is extremely accurate and usually very rapid. In golf or chess, a ball or piece is moved according to rules and within defined boundaries, a consequence is quickly apparent, and similar challenges occur repeatedly. Drive a golf ball, and it either goes too far or not far enough; it slices, hooks, or flies straight. The player observes what happened, attempts to correct the error, tries again, and repeats for years. That is the very definition of deliberate practice, the type identified with both the ten-thousand-hours rule and the rush to early specialization in technical training. The learning environment is kind because a learner improves simply by engaging in the activity and trying to do better. Kahneman was focused on the flip side of kind learning environments; Hogarth called them “wicked.” In wicked domains, the rules of the game are often unclear or incomplete, there may or may not be repetitive patterns and they may not be obvious, and feedback is often delayed, inaccurate, or both. In the most devilishly wicked learning environments, experience will reinforce the exact wrong lessons. Hogarth noted a famous New York City physician renowned for his skill as a diagnostician. The man’s particular specialty was typhoid fever, and he examined patients for it by feeling around their tongues with his hands. Again and again, his testing yielded a positive diagnosis before the patient displayed a single symptom. And over and over, his diagnosis turned out to be correct. As another physician later pointed out, “He was a more productive carrier, using only his hands, than Typhoid Mary.” Repetitive success, it turned out, taught him the worst possible lesson. Few learning environments are that wicked, but it doesn’t take much to throw experienced pros off course. Expert firefighters, when faced with a new situation, like a fire in a skyscraper, can find themselves suddenly deprived of the intuition formed in years of house fires, and prone to poor decisions. With a change of the status quo, chess masters too can find that the skill they took years to build is suddenly obsolete.

Dr. Sherman VanMeter has made a career of unpacking the densest areas of scientific endeavor in accessible—if not polite—terms. You’ve written books on everything from astrophysics to zoology. How are you able to achieve expertise in so many disparate fields? There’s a perception that scientific disciplines are separate countries, when in fact science is a universal passport. It’s about exploring and thinking critically, not memorization. A question mark, not a period. Can you give me an example? Sure. Kids learn about the solar system by memorizing the names of planets. That’s a period. It’s also scientifically useless, because names have no value. The question mark would be to say instead, “There are hundreds of thousands of sizable bodies orbiting the sun. Which ones are exceptional? What makes them so? Are there similarities? What do they reveal?” But how do you teach a child to grasp that complexity? You teach them to grasp the style of thinking. There are no answers, only questions that shape your understanding, and which in turn reveal more questions. Sounds more like mysticism than science. How do you draw the line? That’s where the critical thinking comes in. I can see how that applies to the categorization of solar objects. But what about more abstract questions? It works there too. Take love, for example. Artists would tell you that love is a mysterious force. Priests claim it’s a manifestation of the divine. Biochemists, on the other hand, will tell you that love is a feedback loop of dopamine, testosterone, phenylethylamine, norepinephrine, and feel-my-pee-pee. The difference is, we can show our work. So you’re not a romantic, then? We’re who we are as a species because of evolution. And at the essence, evolution is the steady production of increasingly efficient killing machines. Isn’t it more accurate to say “surviving machines”? The two go hand in hand. But the killing is the prime mover; without that, the surviving doesn’t come into play. Kind of a cold way to look at the world, isn’t it? No, it’s actually an optimistic one. There’s a quote I love from the anthropologist Robert Ardrey: “We were born of risen apes, not fallen angels, and the apes were armed killers besides. And so what shall we wonder at? Our murders and massacres and missiles, and our irreconcilable regiments? Or our treaties whatever they may be worth; our symphonies however seldom they may be played; our peaceful acres, however frequently they may be converted to battlefields; our dreams however rarely they may be accomplished. The miracle of man is not how far he has sunk but how magnificently he has risen.” You used that as the epigraph to your new book, God Is an Abnorm. But I noticed you left out the last line, “We are known among the stars by our poems, not our corpses.” Why? That’s where Ardrey’s poetic license gets the better of his science, which is a perilous mistake. We aren’t “known among the stars” at all. The sun isn’t pondering human nature, the galaxy isn’t sitting in judgment. The universe doesn’t care about us. We’ve evolved into what we are because humanity’s current model survived and previous iterations didn’t. Simple as that. Why is a little artistic enthusiasm a perilous mistake? Because artists are more dangerous than murderers. The most prolific serial killer might have dozens of victims, but poets can lay low entire generations.

Issue a major update 30 days after launch A quick update shows momentum. It shows you're listening. It shows you've got more tricks up your sleeve. It gives you a second wave of buzz. It reaffirms initial good feelings. It gives you something to talk about and others to blog about. Knowing a quick upgrade is coming also lets you put the focus on the most crucial components before launch. Instead of trying to squeeze in a few more things, you can start by perfecting just the core feature set. Then you can "air out" the product in the real world. Once it's out there you can start getting customer feedback and you'll know which areas require attention next.

although we write the feedback loop as Build-Measure-Learn because the activities happen in that order, our planning really works in the reverse order: we figure out what we need to learn and then work backwards to see what product will work as an experiment to get that learning

Connecting the performance of the service with design decisions in a regular meeting is an immensely powerful feedback loop.

GCN Wireless provides research, feedback and product information that enables IT managers to identify solutions to address their public sector IT challenges.

#ExplosiveGrowthTip 7: A few fanatical customer advocates are worth more than hundreds or even thousands of casual signups. Fanatical users will supply word-of-mouth growth, while providing the necessary feedback to iterate on the product. Do you have at least twenty fanatical users or a plan to get them?

6. Remind yourself that undesired outcomes are merely feedback. They’re not statements regarding your competence. They reflect problems in your decision-making or work processes, or both. To that end, they present opportunities to improve. We learn more from our mistakes than we do from our successes. Indeed, our mistakes are among our most valuable learning tools. 7. Develop the habit of taking action, even when tasks and projects are not completely planned out. The only way to become more comfortable with venturing outside your comfort zone is to do so on a repeated basis. Look for opportunities to perform activities and take on projects that are new to you. Accept in advance that your results might fail to meet your expectations. The object is to develop a new habit that eliminates your fear of the unknown, not to master a particular skill or effect an ideal outcome.

Of all the times I think of at Loudcloud and Opsware, the Darwin Project was the most fun and the most hard. I worked seven days a week 8 a.m.–10 p.m. for six months straight. It was full on. Once a week I had a date night with my wife where I gave her my undivided attention from 6 p.m. until midnight. And the next day, even if it was Saturday, I’d be back in the office at 8 a.m. and stay through dinner. I would come home between 10–11 p.m. Every night. And it wasn’t just me. It was everybody in the office. The technical things asked of us were great. We had to brainstorm how to do things and translate those things into an actual product. It was hard, but fun. I don’t remember losing anyone during that time. It was like, “Hey, we gotta get this done, or we will not be here, we’ll have to get another job.” It was a tight-knit group of people. A lot of the really junior people really stepped up. It was a great growing experience for them to be thrown into the middle of the ocean and told, “Okay, swim.” Six months later we suddenly started winning proofs of concepts we hadn’t before. Ben did a great job, he’d give us feedback, and pat people on the back when we were done.

The real-world manifestation of software products that customers see and use is the user experience (UX), which is the top layer of the Product-Market Fit Pyramid. Beyond software, this is also true for any product with which the customer interacts. The UX is what brings a product's functionality to life for the user.

Usability answers the question, “Can customers use your product?” Delight answers the question, “Do customers enjoy using your product?

Changing customer behavior is always difficult—especially in the upper right quadrant—and you need to create a certain amount of excess value to get customers to switch from a product they routinely use. The notion of needing to have “10×” better performance comes to mind again.

Web Design - Give Your Brand Global Recognition Running a small business seems easy but actually, it is not. Surprised? Well, there’s a lot to look after and accomplish without violating the budget and resources. If you own a small business and planning to take it to new heights, you must begin with a professional web design company. Why? Because to let your audience know about your products and services, you got to make your online presence. To make a visible impact online, you need to give your organization a face, which is possible only with a well-designed website that’s professional yet user-friendly. When a website has to be designed, a number of factors are meant to be considered. Font, images, content, alignment, graphics, loading time and interface are the major factors to be careful about. What else? You need to ensure that your brand’s message is displayed the right way and at the right place. Call-to-action has to be there and the design must be in a way that attracts the audience. Want to know more? Length and number of pages also matter, as they play a great role in the presentation and are responsible to hold the audience. All this must be sounding like a lot of stuff and complicated but it is all easy with the right small business web design company by your side. It will understand your business, its needs, and goals for long-term and come with a website which is liked by the audience the moment they click it. All you need to be careful is finding the company that’s worth time and money you invest. The market is flooded with a number of web designers who boast a lot but are not worth what they say. Hiring the wrong designers may cause serious consequences for your website and eventually business. To stay away from coming across such ugly experiences, take enough time and settle for the best professionals. Check their previous work, feedback, price plan and expertise before finalizing anything. Keep this brief piece of information in mind and gift your small business the website it deserves. Good Luck!

An accountability partner provides frank, objective feedback on your performance, creates an ongoing expectation for productive progress, and can provide critical brainstorming or even expertise when needed. As for me, a coach or a mentor is the best choice for an accountability partner. Although a peer or a friend can absolutely help you see things you may not see, ongoing accountability is best provided by someone to whom you agree to be truly accountable. When that’s the nature of the relationship, the best results occur.

fidelity refers to how closely the artifact looks like the final product, whereas interactivity means the degree to which the customer can interact with the artifact

With no help from myself, he also declared that self-consciousness was the product of a positive feedback loop between perception and reflection, the two eventually amplifying each other into a cycle that occurred so quickly neither could be separated from the other.

These autonomous, self-regulating properties of holons within the growing embryo are a vital safeguard; they ensure that whatever accidental hazards arise during development, the end-product will be according to norm. In view of the millions and millions of cells which divide, differentiate, and move about in the constantly changing environment of fluids and neighbouring tissues-Waddington called it 'the epigenetic landscape'-it must be assumed that no two embryos, not even identical twins, are formed in exactly the same way. The self-regulating mechanisms which correct deviations from the norm and guarantee, so to speak, the end-result, have been compared to the homeostatic feedback devices in the adult organism-so biologists speak of 'developmental homeostasis'. The future individual is potentially predetermined in the chromosomes of the fertilised egg; but to translate this blueprint into the finished product, billions of specialized cells have to be fabricated and moulded into an integrated structure. The mind boggles at the idea that the genes of that one fertilised egg should contain built-in provisions for each and every particular contingency which every single one of its fifty-six generations of daughter cells might encounter in the process. However, the problem becomes a little less baffling if we replace the concept of the 'genetic blueprint', which implies a plan to be rigidly copied, by the concept of a genetic canon of rules which are fixed, but leave room for alternative choices, i.e., flexible strategies guided by feedbacks and pointers from the environment. But how can this formula be applied to the development of the embryo?

if you are a rare genius and can accurately and consistently predict what the market wants, trusting your instincts will be faster than using trial and error to iterate your way to a better product. Good luck with that approach! As a mere mortal, I prefer market feedback.

Further studies have shown that those who dissent rather than brainstorm produce not just more ideas, but more productive and imaginative ideas. As Nemeth put it: “The basic finding is that the encouragement of debate—and even criticism if warranted—appears to stimulate more creative ideas. And cultures that permit and even encourage such expression of differing viewpoints may stimulate the most innovation.” The reason is not difficult to identify. The problem with brainstorming is not its insistence on free-wheeling or quick association. Rather, it is that when these ideas are not checked by the feedback of criticism, they have nothing to respond to. Criticism surfaces problems. It brings difficulties to light. This forces us to think afresh. When our assumptions are violated we are nudged into a new relationship with reality. Removing failure from innovation is like removing oxygen from a fire.

While the seven essential elements are a distillation of what we did on an everyday basis, they represent long-term discovery too. An important aspect of this book is the way we built our creative methods as a by-product of the work as we were doing it. As all of us pitched in to make our products, we developed our approach to creating great software. This was an evolution, an outgrowth of our deliberate attention to the task at hand while keeping our end goal in mind. We never waited around for brilliant flashes of insight that might solve problems in one swoop, and we had few actual Eureka! moments. Even in the two instances in my Apple career when I did experience a breakthrough—more about these later—there certainly was no nude streaking across the Apple campus like Archimedes supposedly did. Instead, we moved forward, as a group, in stepwise fashion, from problem to design to demo to shipping product, taking each promising concept and trying to come up with ways to make it better. We mixed together our seven essential elements, and we formulated “molecules” out of them, like mixing inspiration and decisiveness to create initial prototypes, or by combining collaboration, craft, and taste to give detailed feedback to a teammate, or when we blended diligence and empathy in our constant effort to make software people could use without pulling their hair out. As we did all this mixing and combining of our seven essential elements, we always added in a personal touch, a little piece of ourselves, an octessence, and by putting together our goals and ideas and efforts and elements and molecules and personal touches, we formed our approach, an approach I call creative selection.

Although Steve’s opinions and moods could be hard to anticipate, he was utterly predictable when it came to his passion for products. He wanted Apple products to be great, and he insisted on being involved in the process as it went along, to guide the development of the work through his reviews. That’s why I was waiting to show him my demo. He wanted to see my latest progress and then push the work toward his ideal with his feedback and suggestions.

They were always wary of showing Steve something he might like but that we might not be able to ship in a product. Scott didn’t run an ivory tower research and development department. Our demos to Steve carried the promise that we could deliver, and since showing work to Steve implied this willingness to commit, very few demos shown for the first time in these earlier meetings proceeded to him without further refinement. Sometimes there were several rounds of feedback and changes over many weeks before Scott would give the approval to bring the work into Diplomacy.

DevOps simply adds the idea that small, cross-functional teams should own the entire delivery process from concept through user feedback and production monitoring.

what deliberate practice actually requires. Its core components are usually identified as follows: (1) your attention is focused tightly on a specific skill you’re trying to improve or an idea you’re trying to master; (2) you receive feedback so you can correct your approach to keep your attention exactly where it’s most productive.

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop.

If you don’t get any negative feedback, if your ideas are never invalidated, then you won’t learn enough.

If we think of grades as an opportunity to shine a light on what we value in the whole of writing and for the writer, we can design our grades based on our values. Personally, I value the work as much, if not more, than the product. I value the process of getting feedback and using it to grow and learn to meet our goals. I value risk taking and making intentional writing choices. I value reflecting on the learning process, all of the ups and downs, to hold onto new learning for future learning.

Some of the same forces have come to bear in the business world, where many companies in thriving talent-dependent industries embraced a new workplace ethos in which hierarchies were softened and office floor plans were reengineered to break down the walls that once kept management and talent separated. One emerging school of thought, popular among technology companies in Silicon Valley, is that organizations should adopt “flat” structures, in which management layers are thin or even nonexistent. Star employees are more productive, the theory goes, and more likely to stay, when they are given autonomy and offered a voice in decision-making. Some start-ups have done away with job titles entirely, organizing workers into leaderless “self-managing teams” that report directly to top executives. Proponents of flatness say it increases the speed of the feedback loop between the people at the top of the pyramid and the people who do the frontline work, allowing for a faster, more agile culture of continuous improvement. Whether that’s true or not, it has certainly cleared the way for top executives to communicate directly with star employees without having to muddle through an extra layer of management. As I watched all this happen, I started to wonder if I was really writing a eulogy. Just as I was building a case for the crucial value of quiet, unglamorous, team-oriented, workmanlike captains who inhabit the middle strata of a team, most of the world’s richest sports organizations, and even some of its most forward-thinking companies, seemed to be sprinting headlong in the opposite direction.

the best way to get to Product Market Fit is by starting with an “MVP” and improving it based on feedback—as opposed to what many traditional marketers do, which is to try to launch with what we think is our final product.

In the DevOps ideal, developers receive fast, constant feedback on their work, which enables them to quickly and independently implement, integrate, and validate their code, and have the code deployed into the production environment (either

our goal is to create fast feedback and fast forward loops wherever work is performed, at all stages of the technology value stream, encompassing Product Management, Development, QA, Infosec, and Operations. This

If people are in disagreement on how a certain element functions in the game, do not waste time trying to convince the dissenter that the idea is good. Instead, spend the time prototyping the idea, get some actual gameplay feedback on the fun factor, and make adjustments or change the functionality based on this information.

Americans are accustomed to an instantaneous feedback loop, and have little patience with a product that doesn’t come to life immediately. An American tourist traveling abroad who switches on a Bang & Olufsen television in his hotel room will likely perceive the set as broken, not realizing it takes roughly seven seconds to turn on. Apple is one company that has solved this issue smartly. When a consumer powers on an iPhone, the silvery Apple logo appears, alerting users that the phone is on. Knowing the phone works, a consumer is happy to wait an additional 30 seconds before the phone is officially ready for use. I have no doubt that Apple engineers could tinker with the insides to make the phone turn on more quickly. Instead, they’ve designed the iPhone to give users both instant gratification and a sense of anticipation, which they interpret to mean that the phone is both technologically sophisticated and high quality

Alpha: At this milestone, key gameplay functionality is implemented, assets are 40–50% final (the rest are placeholders), the game runs on the correct hardware platform in debug mode, and there is enough working to provide the team with a feel for the game. Features might undergo major adjustments at this point, based on play-testing results and other feedback. Alpha occurs 8 to 10 months before code release.

Contrast this to the more traditional model where Development and Test teams are assigned to a “project” and then reassigned to another project as soon as the project is completed and funding runs out. This leads to all sorts of undesired outcomes, including developers being unable to see the long-term consequences of decisions they make (a form of feedback) and a funding model that only values and pays for the earliest stages of the software life cycle—which, tragically, is also the least expensive part for successful products or services. ††

5 WORDS ON A WHITEBOARD HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW. BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

Leah Pearlman, who was a product manager on the team that developed the “Like” button for Facebook (she was the author of the blog post announcing the feature in 2009), has become so wary of the havoc it causes that now, as a small business owner, she hires a social media manager to handle her Facebook account so she can avoid exposure to the service’s manipulation of the human social drive. “Whether there’s a notification or not, it doesn’t really feel that good,” Pearlman said about the experience of checking social media feedback. “Whatever we’re hoping to see, it never quite meets that bar.

We avoid tough conversations, including giving honest, productive feedback.

But as a recent study by Harvard Business Review pointed out, the skills associated with high productivity—including knowledge and expertise, driving for results, taking initiative—are almost all indications of individual-oriented competencies. Management requires skills that are other oriented: being open to feedback, supporting colleagues’ development, communicating well, having good interpersonal skills.34

Why did Connex for QuickBooks Online succeed? Here are the reasons: I received free app store listings on Intuit’s website. My app was even on the first page of their store briefly. This drove large amounts of traffic to my site. I received free listings on many other sites before they started asking for a commission. I later pulled those listings, since the cost to advertise exceeded the revenue they brought to the company. These stores failed to show how many installs and conversions they generated. I had many positive and real reviews on my app store listings. I noticed competitors had hundreds of five-star reviews that mostly looked fake. QuickBooks Online had few integrations at the time. I was one of the first companies to get listed. For QuickBooks Canada and QuickBooks U.K., my app was one of the first system integrators. I had almost no competitors who serviced QuickBooks outside of the U.S. Shopify, BigCommerce, ShipStation and other companies had no native integration. Mine was one of the first. I recorded videos and added landing pages that ranked high on Google with minimal effort. Since I had a shoestring marketing budget, this was very important. The issue I had with other products was that they didn’t offer free promotion. Since my company was one of the first, we had ample time to add features and fix problems. We have a solution that is light years ahead of competitors. Why would someone want to compete with us? In the words of one of my partner companies, “We could build one, but yours would be a lot better.” My app required no desktop apps or website plugins to install. Since my audience was small business owners, the easier the install the better. Most business users have a limited understanding of websites. Asking them to change a bunch of settings or configure something on their own is daunting. We set up Connex for qualified users. Many competitors just let users go through a self-guided trial. We received feedback from many customers that they would purchase if they could make Connex work. I added a talk-to-sales component, and our conversion ratio increased. Connex was successful because I added a personal touch in a world where SaaS owners expect users to just “figure it out” on their own. Software that requires no support and maintenance is a pipe dream.

Belief in yourself can certainly be difficult and painful, and the process is not effortless. You will constantly battle fear, doubt, negative feedback, and hundreds of other forces. Like gravity, these forces have the ability to continually pull you down. It takes effort to get out of bed, get dressed, and battle all day on your nine-to-five, then be the weekend warrior for your dream.

The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop.

Demographic Segmentation Demographics are quantifiable statistics of a group of people, such as age, gender, marital status, income, and education level. Say you were developing an app for moms to easily share photos of their babies with friends and family. You could describe your target customers demographically as women 20 to 40 years old who have one or more children under the age of three. If you are targeting businesses, you'll use firmographics instead; these are to organizations what demographics are to people, and include traits such as company size and industry.

Turning our attention back to products and services, consider once again the case of Rypple, the modern employee feedback tool mentioned in the previous section. There we saw how juxtaposition and polarization were used in combination to quickly drive the value proposition home for the target buyer. By saying, “People love feedback but they hate performance reviews,” we not only named the enemy but also created contrast with the desired outcome (i.e., the love of feedback).