Microsoft’s Solitaire Collection – an add-on to Windows – now has 100 million users, apparently.
Of course, the built-in Solitaire game(s) have far more than that. In fact, in a way, Solitaire saved Windows.
(I’ll get to how this all ties into project management at the end. Really.)
Microsoft introduced Windows 3.0 in May, 1990. Windows 1.0 was pretty much an experiment. Windows 2.0 was mostly a platform developers could include to support their own graphics – e.g., Aldus (later Adobe) PageMaker. Windows 3.0 was intended to be an actual operating system.
Except no one knew what to do with it, and there was little software for it. (I was part of a team creating some of that software, as I had done with the first Mac some years before. It was hard, though not as hard as the Mac, and we were late. What else is new?)
The effective coming-out party was a trade show, PC-Expo, at the Javits Center in New York in June. That’s a time when no one wants to be in New York, and fewer people wanted to schlep over the the far west side of Manhattan, which was unconnected to any subway lines. Still, there were hundreds of booths, maybe even a thousand. A huge percentage of them offered computers and/or monitors, and even those selling computers-but-not-monitors needed monitors to prove their computers worked, were fast, and ran Lotus 123 and Flight Simulator, the then-standards of compatibility.
Microsoft convinced most of those vendors to load up Windows 3.0. Perhaps they offered a great deal, or perhaps the vendors wanted to show something a lot more colorful and interesting than the C:> prompt of DOS, or perhaps both. But hundreds of booths, from companies large and small, featured monitors running Windows.
(One booth featured the wrestler King Kong Bundy, supposedly proving how easy their computers were to use. Because who would argue with a 500-pound shaved-head guy, even if he did make his appearances in a turquoise wrestling leotard. Turquoise. Some things cannot be unseen.)
And the only program that came with Windows 3.0 was… Solitaire. The original Solitaire, with one game, the game called Patience.
I watched the same scene repeated so many times. A potential buyer would wander over to a booth, look at Solitaire, be encouraged to play. He (or she, though mostly he in those days) would try the keyboard, and the booth staffer would point to the mouse. The buyer would tentatively touch the mouse, and the onscreen cursor would move. Remember, most of these folks had never seen a mouse, since the Macintosh wasn’t used in business except by a handful of art departments.
He’d move the mouse, stare at the cursor, stare back at the mouse. Move it again, track the cursor. Maybe click. And after five or ten seconds, the light would go on. “This is what a mouse is for!” And he’d be off playing Solitaire, entranced by the cool new way of controlling the computer, a way we take for granted these days.
And by the time he left the booth, he was convinced that this Windows thing was the way to go, the wave of the future.
I saw it over and over and over again during that week in June, at booth after booth after booth. Decision makers and individuals, large companies and small.
We gotta go Windows.
Because of Solitaire.
Here’s a project management lesson. When things aren’t going well on a project, or when you take over a failing, flailing project, find one thing – one simple, easy thing – that the team can be successful with. Focus on it, get it successful, and trumpet that success. Get the team – and the client – invested in even a small success, some real, tangible progress. Flip the mindset from “this project is a disaster” to “we’re making progress.”
Even a bit of progress is enough of a lever to renegotiate what it means to be successful, both with the client and the team. And it’s an even bigger lever for the team itself to pull them out of whatever funk they’ve fallen into, to believe in themselves (and you as project manager). A team that believes in itself may or may not succeed, but a team that does not believe has about zero chance of success.
Meanwhile, Concrete Blonde, a fabulous band that never had the success they deserved, knows a hundred games of solitaire.
The editors of the magazines were constantly fighting with the people who ran Yahoo’s home page to get prominent display for their work. The home page editors, relying on reader data and computer algorithms, preferred to run articles licensed by Yahoo from other sites because they drew more traffic.
Recall that Yahoo CEO Marissa Mayer had proclaimed these online magazines a major focus and key to Yahoo’s turnaround.
She’s canning the magazines because they didn’t draw enough traffic.
The home page refused to direct traffic to them because they got more “eyeballs” from other content.
Cognitive dissonance, corporate style. If she left the two teams to “fight it out,” she abdicated, or didn’t think through her positions, it seems to me. If the home-page team refused, even passive-aggressive style, she didn’t do her job.
Of course, it’s possible the story isn’t true as written. That wouldn’t be a first, either.
What’s the Lesson?
The leadership lesson to take away is this:
If you want something to happen, you have to create the world in which it can happen successfully. Not only must you remove roadblocks, you must make double-sure you don’t accidentally put some in in the way.
The recipes are simple to explicate, hard to pull off.
Make the goal clear to everyone who touches on the problem, not just the team you’re tasking with a job.
Make sure that you don’t give people competing agendas. Competition is great in the marketplace, but a dangerously multi-edged sword internally.
Measure everyone (not just one team) on the success of the initiative.
Set a clear goal for the organization as a whole, and be vigilant about individual or team goals that conflict.
In this case, if Yahoo (Mayer) really believed in the magazines, then they needed to make that clear to everyone, and not allow the home-page team to pursue a goal in conflict with that direction.
It’s really, really hard to keep your head “out of the boat” (i.e., looking around at the big picture) as a leader, keep your eyes – and everyone else’s – focused on the large, difficult, sometimes ambiguous goals. It’s incredibly easy to get caught in helping your team reach day-to-day objectives, and not realize you’re doing so to the detriment of the project or organization as a whole. Or worse, allowing your teams to remain in conflict because you’re telling them how, not what, or trying to solve team-level issues rather than whole-picture issues.
No matter which kind of leader you are – and both kinds can work – you need to maintain clarity and focus on the big picture.
Stores worry that the unscrupulous might steal” the PIN a customer’s debit card by watching that customer enter it on the keypad.
That’s not totally bogus.
Here’s the solution one national chain and their payment vendor came up with.
See the rubber thingy surrounding the keypad? Supposedly, it makes it harder for an observer to see what you’re typing.
Only one problem. It makes it darn near impossible to actually type your PIN, your phone number, or anything else that uses keys other than 5, 8, 0, or backspace. The guard overhangs the keys and prevents you from pressing them naturally.
For the past month, every time I’ve shopped at this chain, I’ve wanted to rip the cover away.
Well, it looks like at least one branch of the chain heard me – and hundreds of others like me, according the the employee I spoke with (off the record, of course). It’s the same new machine, with the slot for chip-based cards, but they tore off the rubber covers at each of their registers.
That’s understanding the client’s real needs.
It’s hard, because I’m sure there are a number of loss-prevention folks telling them they need the covers to stay secure – though I bet they actually need the covers to appear secure, so they can use them as a defense should they be accused of making it too easy on thieves and fraudsters. Nonetheless, these employees, presumably with the support of the store manager, recognized that they’d lose more business alienating customers, and responded to their customers’ needs.
What are you doing in the name of “we have to do it this way” that alienates your clients? Do you really have to do it that way, or are there alternatives you could employ?
There are almost always alternatives. Each comes with some level of risk and some level of reward, including the “safe” alternative (which is never totally safe, with zero risk). Use your project management skills to spot these alternatives, to evaluate them on a broad scale, and then to recommend and take the action that benefits you most in the long term.
(Now if this chain could fix the by-design error in their programming that prevents me from entering my sometimes-get-a-discount customer number before the clerk has rung up the first item, which slows the express lines down significantly when everyone has only one or two items. They don’t want someone leaving a number in a transaction they abandon, say, because the clerk isn’t actually at the register, but how hard would it be to make the machines accept input anytime the register is signed in/active and the previous transaction has concluded?)
By the way, when you shop, just block the keypad with your body. Add your non-typing hand as a shield, if you want a bit more privacy.
Over at Above the Law, Keith Lee has an interesting and iconoclastic article titled “Manage Expectations Before They Bite You In The Ass.” After an entertaining shaggy-dog story, he gets to the real point – lawyers need to manage client expectations.
Project management is all about expectations.
What verb would you put ahead of “expectations”? Keith uses “manage,” as do most project managers.
Let me suggest a better alternative.
Set expectations. Set them for your clients, your partners, your team.
Managing is damage control. You’re tying to course-correct something that’s already happened.
Sometimes, of course, that’s necessary. But you’ll have far fewer corrections to embark upon if you set expectations up front.
Few litigators let the other side have a free run at their jury. They know the importance of setting jury expectations early (with occasional tactical exceptions). Same goes for your clients and team.
Set those expectations. That’s your first line of defense. Manage them afterwards as necessary, but get out in front when you can. Set expectations.
Ever wonder why it rains so often in Seattle, or if we exaggerate it in an effort to keep the Californians at bay?
Here’s a satellite photo (visible spectrum) from this afternoon, with the outline of the West Coast superimposed in blue. That river of rain is aimed squarely at the Pacific Northwest, in particular Seattle and Vancouver (BC).
I don’t think we’re going to see ol’ Mr. Sun for a few days….
“Marissa is the type of boss that makes you feel like you’re disappointing her at all times, so I always feel like I’m on the verge of being fired,” said [Senior VP Jeff] Bonforte…. “It’s never, ‘Way to go, Jeff!'”
If that situation sounds like something your team might say, it’s time to make a resolution to change. Now. Because you’re not getting their best work. Fear motivates people not to fail, until it doesn’t, because it’s unsustainable. Praise motivates people not just to succeed, but to blow past expectations. And it is sustainable.
Too often, for various reasons, we manage by fear. It someones sort-of works, but not nearly as well as creating a supportive environment. To be a better manager, be a leader.
On another note, I’m saddened by the passing of David Bowie overnight. I’d been listening to and enjoying his music since 1967, when I first heard his eponymous and totally forgotten/unheard first album (before Changes, Hunky Dory, etc.). So the soundtrack for this morning is a song from that first album, and one from his last.