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The space matters

It might be a garage or a sunlit atrium, but the place you choose to do what you do has an impact on you.

More people get engaged in Paris in the springtime than on the 7 train in Queens. They just do. Something in the air, I guess.

Pay attention to where you have your brainstorming meetings. Don't have them in the same conference room where you chew people out over missed quarterly earnings.

Pay attention to the noise and the smell and the crowd in the place where you're trying to overcome being stuck. And as Paco Underhill has written, make the aisles of your store wide enough that shoppers can browse without getting their butts brushed by other shoppers.

Most of all, I think we can train ourselves to associate certain places with certain outcomes. There's a reason they built those cathedrals. Pick your place, on purpose.

 

Unreasonable

It's unreasonable to get out of bed on a snow day, when school has been cancelled, and turn the downtime into six hours of work on an extra credit physics lab.

It's unreasonable to launch a technology product that jumps the development curve by nine months, bringing the next generation out much earlier than more reasonable competitors.

It's unreasonable for a trucking company to answer the phone on the first ring.

It's unreasonable to start a new company without the reassurance venture money can bring.

It's unreasonable to expect a doctor's office to have a pleasant and helpful front desk staff.

It's unreasonable to walk away from a good gig in today's economy, even if you want to do something brave and original.

It's unreasonable for teachers to expect that we can enable disadvantaged inner city kids to do well in high school.

It's unreasonable to treat your colleagues and competitors with respect given the pressure you're under.

It's unreasonable to expect that anyone but a great woman, someone with both drive and advantages, could do anything important in a world where the deck is stacked against ordinary folks.

It's unreasonable to devote years of your life making a product that most people will never appreciate.

Fortunately, the world is filled with unreasonable people. Unfortunately, you need to compete with them.

[Have one to add? Please do. Would love to see it.]

All abstract strategy discussions are useless

Strategy is worth thinking about if it causes you to make difficult or non-intuitive decisions. And so you have to test your commitment. "Are you saying that we have to cancel this product line?" is the sort of reaction your strategy statements ought to generate.

If you can't put an example on the table, a concrete manifestation of the action being discussed, then you're just prattling on, you're not actually serious about strategy.