I’ve been thinking about the “tool set” it takes to build organizations recently.
Why? Because I think I take some of the ways that I conceptualize things and see workflow patterns for granted. I have trouble explaining them to other people because there is a gap in the language I use and the assumptions/connections I make without thinking. Organizing and executing things is a bit like breathing to me.
But it’s really hard to build teams if you aren’t willing to put in the real effort to meet language barriers and expectations. I think that is why this quote stood out to me while I was reading today:
(In regards to some of the challenges that crowdfunded companies/projects run into and dealing with the expectations of your customers/funders) “There can be a disconnect in your ability to deliver to those expectations,” Mittal says. “In those cases, the tendency is for rewards-based backers to act more like unhappy consumers, a stress that can break a young startup. It is important to set expectations upfront and to remain in dialogue with customers.” — Alex Mittal, FundersClub, since in an interview in an article posted on First Round Capital’s Blog
It’s interesting to me that being honest about limits and goals is not something more valued in seminars/classes that I took at Yale and now in New York City. It’s hard to build a solid foundation for anything without a certain baseline of honesty and accountability. If you don’t know something, there really shouldn’t be shame in admitting that and asking for time to do more research/return with a better answer.
And yet… there are enough case studies of people having trouble saying “I don’t know” as an answer that Freakonomics was able to write a podcast on the subject.
The number of times I’ve been in a meeting where someone is grasping for straws to give answers that begin slightly off and then get increasingly worse…
We can’t control for behavior everywhere… but why not start with solid decisions inside of our organizations? Be honest with your coworkers. Set that baseline where they can go through your notes, follow your thought process and trust your baseline assumptions and approaches.
Start a revolution in business: be honest when you need more help at work. Your peers will thank you when they can explore with you instead of cleaning up the mess later.