Coyote Blog

Ellen Pao's supporters are blaming her departure from Reddit on sexism, despite the fact that the much of the opposition to her inside Reddit resulted from her termination of a popular female employee.  I don't know what is inside her head of course, but after reading her piece in the WaPo, it sure doesn't look like she blames anything she did at Reddit for her failure there.

It is certainly possible to build a case that her decision-making at Reddit was ham-fisted and reactionary and not what the organization needed.  I am the first to acknowledge that the dialog over large swaths of Reddit is toxic, but that is not a new thing.  The odd bit to me is that Pao seems to have jumped right into the fray and immediately started swinging randomly.  Why?  What was the rush?  I have never heard of a new leader jumping into an organization and immediately firing off culture-changing orders (there are a few exceptions to this, such as there-are-only -6-weeks-of-cash-in-the-bank crises, but this was not one of those).  Even if you think you know what ails the company, you have to show the organization some respect and talk to a lot of people first.   To me, it looked like a classic impatient arrogant technocrat's mistake -- but what does she think?  Does she acknowledge error at all, even privately?

I say all this because I know quite personally what it is like to fail in business, and more importantly, just how very hard it is to acknowledge that such failure is one's own fault.  To explain it, I have to give some background that will seem self-promoting.

I was always top in my class at school.  I had my choice of Ivy League schools to attend, and graduated Princeton just a few hundredths of a GPA point (on the north side of 4) from being top of my department.  Five years later, I did graduate first in my class at Harvard Business School.  I write all this to say I entered the business world with supreme confidence.

The first signs of trouble were there in my very first job, though I only see them now.  The engineering work at Exxon was easy, but I tended to drag my feet on tasks that required I seek out and pull together coalitions of experts.  Ditto for my consulting work at McKinsey, where my analytical work and modelling were first-rate but my client building work was mediocre.

It was hard, really impossible at this point in my life, to accept I was failing at something.  Even McKinsey's sending me to executive charm school (I kid you not, such things exist) was not a wake up call.  I KNEW my analysis was awesome.  I figured that was all that mattered.  McKinsey was instead seeing an ADD guy with awkward people skills who would wander around the room eating off the side-board while in a formal meeting with a Fortune 25 CEO.

Things finally fell apart when I was working for a guy, really a legendary guy, named Chuck Knight at Emerson Electric.  Again, I kept telling myself the analytical work I was doing was awesome, and I am sure it was.  But even I couldn't fail to figure out that somehow my other people skills were totally wrong for corporate America.

And even then, when the organization made it abundantly clear I was not going to get any further promotions, pressing my face against the glass so to speak, I STILL could not fully face reality.  I blamed my failings on a culture clash and similar things.  You have heard this before -- "I left that company because it was totally screwed up."  But it wasn't screwed up.  It was a very solid, well-managed organization and a great place to work for the right people.

I was allowed to continue to avoid reality because I continued to fail upwards, getting an even larger job at a new company after Emerson based on my academic record and ability to do fabulous interviews (don't ask me why as an introvert I could do interviews but not one-on-one business discussions with my superiors, or why I thrive at speaking to large audiences but can't handle a cocktail party -- I don't know).

Again, at a large aerospace company, I had more great insights but little impact on the company.  I created this awesome presentation -- it is still the best description of how profits are and are going to shift within the aerospace industry I have ever seen -- but I was being paid to do stuff that improved this year's sales and it wasn't happening (though to be a little fair to myself, making change in the aerospace business is a bit like trying to turn an aircraft carrier by pushing on the prow with a fishing boat).

It took me a couple more jobs and a taking a year off around the age of 40 to finally acknowledge all of this.  After the pain of accepting failure, though, things really improved.  I thought about what I did well and what I don't, and built my own company in large part based on those insights.   Examples:  Sales in my business are based more on creating huge, analytical written bid documents rather than face-to-face persuasion.  Management is more about creating a great process and implementing that process consistently in scores of locations using technology and training.    Most importantly, I am the boss, and many of my past interpersonal failures had to do with interacting with people with more authority, of which there are none in my company.

I don't deny that women or people of color in business likely face obstacles I have never faced, and I long for a world where that will no longer be true.  But in trying to be sympathetic to women and people of various races and the discrimination they face, we also may be doing them a disservice, making it harder for them to gain self-awareness of their own abilities.  After all, if I had been able to play the race or gender card as an excuse, I likely would never have gained what self-awareness I have today.

Up to this point, after some initial bad impressions trying Windows 8 briefly, I have avoided it like the plague.  However, my son needed a new laptop and the only ones that really met our requirements only came in Windows 8 flavors, so we bought one.

What an awful mess.  The system boots up into a tiled mess that looks like some cheesy website covered in moving gifs and viagra ads.  To make matters worse, nothing on this tablet-based interface is organized at all logically.  The interface is like the room of an ADD child that dropped all of his toys and books in random spots.  I am sure these tiles have some sort of navigation paradigm, but it is completely different from any used in past windows versions.  I could not, for example, figure out how to easily exit the store except to alt-tab out (there is no exit or quit option and right-click context menus which are one of the great advantages of windows over mac don't seem to work a lot of the time).  Again, I am sure there is some way to do it, but I have no idea what it is and no desire to learn new navigation commands.  Perhaps Microsoft intends that one use a gamepad instead of a mouse -- I would not be surprised at this point.

Unlike older versions of windows, windows update did not run automatically at first bootup.  I knew from past experience there were likely dozens of security patches I needed to install right away.  I hunted for quite a while just to find the windows control panel (so I could run windows update).  It was buried in a sub-menu of a toolbar on the right side of the screen that only pops up if you find a tiny (unmarked) spot in the corner of the screen with your mouse.   It amazes me that anyone thought replacing the start button with an unmarked spot on the screen was a good idea.

Of course, the control panel is called something entirely different now, but I did eventually find windows update and there were, as expected, over 70 security patches that needed to be installed.  But for some reason they would not download immediately, but kept giving me a message that they would be downloaded at some future indeterminate date.  I finally found a way to force them to download.

My next step was to get rid of the stupid application tile interface and get the computer to boot directly to desktop and get the old start button back.  This requires a free upgrade to windows 8.1, but there is no obvious way to do this, even through windows update.  I finally had to search the internet to find the link.  This sent me into the windows 8 app store.  What a total mess that is!  If anything, it is more poorly organized than the Apple app store.  Like the Apple store, it seems aimed at people who want to browse applications virtually at random rather than find something specific.  Incredibly, there is no search function.  Yes, I know, I have to be wrong about that, but I scrolled all over that damn storefront and cannot find a search box.

So I cannot actually find the Windows 8.1 upgrade.  The web site tells me that I should be presented with a prominent option to download it in the store, but I am not.  It is nowhere to be found.  I found an FAQ somewhere that suggested that I would not be offered the 8.1 upgrade if my 8.0 installation is missing certain patches, so I am going back to windows update to see if there is something I am still missing.

I was wrong about windows 8 -- I once wrote it was bad but perhaps not as bad as Vista or ME.  But it is.  This is the worst thing I have ever seen come out of Microsoft.  It is inexplicable that this company with such a strong market share in the business world could saddle its flagship OS with an interface more appropriate to an XBOX.

In the past, I have said that I would not want a desktop with a tablet interface.  But at the end of the day, I would not want a tablet with this interface.  Perhaps with hours of work, I will make this computer usable.  Who would have ever thought I would have longed for the day when I had to spend an hour with a new computer removing bloatware.  Now I have to spend a day trying to emulate the windows 7 experience on windows 8.

People have developed many hypotheses for the lingering recession.  Some say it was too small a stimulus.  Some blame the sequester.  I blame the Windows 8 launch, which I think has a lot to do with suppressing PC sales and thus much of the electronics and retailing sector.

Here is my business problem:

On the positive side for Facebook, it is the only platform we have tried, from static web pages to blogs to Google to whatever, where we really get a good real-time interaction going with our campground customers.  Its an easy platform for them to ask questions, provide feedback, and upload useful content about the campground (from pictures to reviews to videos).  Many of my older employees are flummoxed by even the simplest computer tasks (I have had folks it has taken days of effort to teach how to get into their corporate Gmail account) but it is relatively easy to learn how to add an update or answer a query on a Facebook page  (and by "page" I mean the corporate or business pages like this one here:  http://www.facebook.com/RockCreekCanyon, not one's individual page).

But here is the problem:  The Facebook staff changes FB's layout and user interface faster than a sugar-overloaded ADD 7-year-old gets tired of a new toy.  I swear they have no reason for some of the changes other than "we're kind of bored with the user interface staying the same more than 3 months and some junior guy coded this timeline thing so let's make him feel good and put it up".

The shifting user interface is a training nightmare for my non-computer savvy managers.  What used to be tabs across the top are now text links on the left.  The Page admin panel changes almost every time I log on.  And don't even get me started on the simply stupid dueling column format of the new pages, or the fact that useless information like number of people who liked the site in a given month take up enormous amounts of the timeline's real estate now.  Just look at the page I linked above.  For the first 2-3 scrolls, the right hand column is different data than the left column, but then suddenly it becomes an alternating home for data that at the top only showed up on the left.    I am told that I can now pin a status update to the top, which will be nice, but at the cost of losing the custom landing page we used to have.

And woe be to he who actually develops for the platform, because he may soon find out that it all became wasted effort at the next over-caffeinated random user interface change.  I just did a tiny, minor bit of coding (less than a few hours) that takes my page administrators' status updates and posts them as a news feed on our web site  (ie here for the FB page above).  I could do more interesting things but I have absolutely no confidence that, for example, the FB page RSS feed I used will still be supported tomorrow.

I was a consultant for McKinsey & Co. for about 5 years in Dallas.  This was NOT me:

Through conversations with several staffers who have endured the McKinsey interviews, we've assembled a portrait of the typical consultant. First, they're quite young! Despite the early perception that they'd look like pasty lawyers wielding big-wheeled suitcases, they're apparently a plucky, charming bunch.

"They're kind of hot," said one source.

Crisp shirts, no jackets, freshly pressed pants"”not unlike the fresh-faced boys who posed for the Harvard fashion shoot in the Styles pages of The Times this past weekend. They jot notes down on legal pads and in marble notebooks.

Though I will say, much to my kids' ever-lasting amusement, McKinsey did send me to a sort of executive charm school when I started managing teams, because I was such a hopeless geek.  Actually, my main problem was that I was adult-ADD, and couldn't sit still in a meeting.  It's fine roaming around the room in hyperactive fashion when its your own company (ala Steve Jobs) but it is not OK when you are a 25-year-old consultant to the CEO of a Fortune 50 company.

My personal style didn't work any better in any of the other companies I worked for.  Aerospace was probably the biggest mis-match.  There is just no place for a hyperactive marketing guy in a business that takes 10 years to close a sale.  So I now run my own company, and there is no one above me to complain.