Overlooked Skill You Need in Management
Think
that you have to be a great talker to be a great manager? According
to four legendary tech CEOs, the best managers share this
surprising, overlooked skill.
The
exemplary manager
is
often shown as the outgoing guy that gives his team pep talks and
high fives. He's a fast-talking genius and a smooth operator. In
reality, though, that stereotype couldn't be farther from the
truth.
To
four highly effective, seasoned, and successful tech executives,
being a good talker isn't just overvalued, it can actually be
detrimental.
Instead, there's a subtle, often-overlooked ability that's one of
the most vital skills you can have as a manager--the ability
to write.
"Written communication to engineering is superior [to verbal communication] because it is more consistent across an entire product team, it is more lasting, it raises accountability."
--Ben Horowitz, Andreessen Horowitz
When
managers write, you create work product--white papers, product
requirement documents, FAQs, presentations--that lasts and is
accessible to everyone in the organization. From marketing to sales
to QA to engineering, everyone has a document off which they can
work and consult.
The
upshot of writing it down is that the manager takes public
responsibility for what happens when the rest of the team executes
on the point of view taken by the documents. That ratchets up
accountability throughout the entire organization.
To
Horowitz, the distinction between written and verbal communication
is stark and, in fact, it's what separates bad managers from the
good ones. Good
managers want to be held
accountable and
aren't looking for ways to weasel out of responsibility.
And so, good managers write, while "[b]ad product managers
voice their opinion verbally and lament ... the 'powers that be'."
"When I'm interviewing people, I like to give them a writing test. . . . Many people can pretend to be something they're not in person, but very few people can do so in writing."
--Phil Libin, Evernote
The
importance of writing over talking is the reason why Phil
Libin,
founder and CEO of Evernote, makes the ability to write an
essential qualification during the hiring process. He'll only hire
people who can write. In
lieu of a lengthy verbal interview, Libin asks candidates to stop
talking and "write a few paragraphs in normal English."
The
exercise shows Libin whether candidates can communicate using the
written word, but Libin had an additional insight--that writing
gets closer to revealing the candidate's true personality.
"I
find that you can tell a lot more about a person's personality from
a few paragraphs of their writing than from a lengthy verbal
interview," Libin said. That's because when it comes to
talking, the presentation makes a big difference--however,
with writing, it's just words on a page, which approaches pure
thought.
"There is no way to write a six-page, narratively structured memo and not have clear thinking."
--Jeff Bezos, Amazon
Jeff
Bezos values writing over talking to such an extreme that in Amazon
senior executive meetings,
"before any conversation or discussion begins, everyone sits
for 30 minutes in total silence, carefully reading six-page printed
memos."
That's
because, to Bezos, just talking and going through bullet points in
a PowerPoint presentation concealed lazy thinking. It's easy to
jump from one bullet point to the next without having expressed a
complete thought. "I don't want this place to become a country
club," Bezos said, as he pushed his team to eschew
intellectual laziness and think more deeply.
Writing
out full sentences enforces clear thinking, but more than that,
it's a compelling method to drive memo authors to write in a
narrative structure that reinforces a distinctly Amazon way of
thinking--its obsession with the customer. In every memo that could
potentially address any issue in the company, the memo author must
answer the question: "What's in it for the customer, the
company, and how does the answer to the question enable innovation
on behalf of the customer?"
"Reports are more a medium of self-discipline than a way to communicate information."
--Andy Grove, Intel
Like
Bezos, Grove finds value in the process of writing. The surprising
thing, then, is that reading what's written isn't as important to
Grove.
When
you talk, there are often "ad hoc inputs," meaning
whatever pops into your head often comes out of your mouth.
When managers
write,
you question those inputs and that reflection drives you to make
better decisions.
That's
why the main point of writing is to force yourself "to be more
precise than [you] might be verbally." That
self-imposed precision, according to Grove, is a "safety-net"
for your thought process that you should always be doing to "catch
. . .anything you may have missed."
Accountability,
coherence of thought and planning, and commitment to vision and
mission are amazing benefits of what too many consider a ho-hum,
even old-fashioned, tool.
BY WALTER CHEN
Read more: http://www.inc.com/walter-chen/the-absolutely-essential-but-most-overlooked-skill-you-need-to-succeed-at-manage.html#ixzz3D1qXSbYV Read more: http://www.inc.com/walter-chen/the-absolutely-essential-but-most-overlooked-skill-you-need-to-succeed-at-manage.html#ixzz3D1qOdKI3
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