Ideas

The first thing that I think most people think of when they see or hear this phrase is the office supply chain – Staples.  Shira Goodman, Staples’ executive VP for marketing, launched this advertising campaign (and underlying business strategy) in 2006 and the company has reaped the rewards ever since.

Ms. Goodman believed that “Customers wanted an easier shopping experience” and fortunately she was right.

One of the things I’ve learned over the past several years is that a critical factor in one’s success (at least in the workplace) is how easy you make other people’s lives.  For someone who naturally places logic before reason, it’s amazing at just how simple things are when you utilize this principle.

Let me share a few personal examples of past behavior and how I do things today.

Email: It is very easy for me to compile detailed messages to colleagues describing a particular issue / topic, and pointing out exactly what I need from them or how I may need their help.  Logic has always told me it’s more efficient to document one’s thoughts to:

1. avoid interrupting that individual via phone (i.e. “context switching” reduces efficiency on both sides)
2. take the necessary time to think about what you are asking for before submitting a formal request
3. create a record for future reference (i.e. what did I ask for again?).

Fortunately for me, this approach has strengthened my writing and thinking capabilities over time, but guess what?  The recipients of these narratives don’t have time to read what I’ve sent them!  Are they lazy?  Perhaps; in 99% of cases they simply have other things they need to do and reading isn’t high on their priority list.  It’s an unfortunate truth.  I’ve seen countless circumstances where a carefully constructed email (that is actually read and responded to) could have eliminated many hours lost in verbal “crosstalk.”

So, what is my approach now?  There are still times where email narratives are still constructed, but they are few and far between.  Instead, my emails are typically 2-3 sentences in length – any longer, and it’s best to have a phone call or meeting.

Documentation: Similar story here.  Of course, this doesn’t mean that documentation should be immediately classified as non-essential.  Rather, documentation can be written in such a way where it is less verbose and to the point.  Have you ever seen documentation that is full of unnecessary content?  Title page?  Documentation credits?  Heavy formatting?  Seriously. Get rid of the fluff and you’ve reduced the document length by 50%.  Go even further.  Start with a blank page void of formatting / templates; if you can boldface and underline you don’t need the overhead.  Create a mission statement for the document – what are you trying to convey?  Make it your goal to keep the document to as few pages as you possibly can.  Throw content in the appendix where ever possible.

As I alluded to in an earlier post, this reduction strategy is psychologically very powerful.  By reducing the length of the content, it gives the readers a boost of confidence that says “Yes, they can read this!” (to completion of course)

Colleague Interaction: In the past, when I started to work with other project managers or colleagues that were clearly leading a particular initiative, I made it clear that I was there to help them in any way I could.  While I always have a sense of what needs to be done, I like to give the benefit of the doubt and let them set the initial direction (i.e. you don’t need two leaders).  I quickly learned that this approach backfires.  Why?  Because by not immediately suggesting ways to offer assistance you are asking them to do it for you.  Remember, people are lazy; they don’t want to take on more responsibility than they have to.  “Don’t make me think!” is the underlying message.

So what do I do today?  The first statement I make when meeting new colleagues is that I want to make their lives easy.  I immediately follow-up by suggesting some of the ways to that end.  How can anyone argue with that?

In the book Living with Complexity, the author challenges the notion that people want things (products / services) to be simple.  But when you look at the facts behind product and service design, you’ll find this really isn’t true.  For example, would you like a DVD player that only plays DVDs?  What about when presented with an alternative that also connects to the Internet, streams movies and tells you the latest news headlines?  If you want simple, the first option is your obvious selection but most end up buying the latter.  People want options – even if they don’t end up using 99% of them.  Marketing almost always wins.

A similar situation exists here. When it comes to working with people, reason trumps logic.  People can (and do) say that they think logically and they want very clear interaction paths between others, but they really don’t.  If they did, my lengthy narratives would all be read, and they would respond naturally (and willingly!) to simple gestures of assistance without an explanation of how.

Interpersonal connections and behavior are messy.  People are irrational and basing your working relationship on a foundation of logic is a poor choice in the long-run.  You can try to fight it but you won’t win.

For those who take logic off the shelf when it’s absolutely necessary, you are well ahead of my realization and I admire you.  As for me, I’ve since thrown in the towel and I am starting to see the benefits of stepping out of the ring.

Key Principles

1. Accept that everyone (including you) is lazy.
2. Find the path of least resistance and utilize it.
3. Make it your mission to serve others.
4. Reap the rewards through stronger partnerships.