Ownership

A strong bias towards ownership is important in org culture. The problem is, folks often over index on ‘I own this area, so I’m going to nail it!’ vs. ‘I am an owner on behalf of the entire company and need to do the right thing for our customers!’. The key is to balance these.

Amazon’s definition tries to make this tension apparent by explicitly stating ownership is broader than themselves or their team:

Ownership

Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job”.

Owners drive results and feel deep responsibility for them. If things are late, the numbers are weak, or a failure occurs, owners never blame others. Owners focus on finding out what went wrong and how to ensure the date gets pulled in, the numbers improve, or the failure can never occur again.

Owners are expert at delegating. There’s a big difference between telling people what to do, and helping people know what the right thing to do is. Great owners are expert at the later. Great owners scale by bringing others along with them.

Owners get their hands dirty. And elbows. They pitch in and do the grunt work when necessary. They lead by example, demonstrating no task is beneath them.

Owners don’t lick cookies. If they assert they are going to build something or deliver some result, they do it. The corollary of this is, owners are effective at managing their time and thus frugal at taking on new responsibility.

Owners pay attention to the details (because details matter) and they hold others accountable for getting the details right.

Owners get direct satisfaction when the product has high quality and feel personally ashamed when there are quality problems.

Owners avoid saying “they or them” when referring to other teams. Instead they realize it is their own responsibility to build the bridge with the other team.

Owners recognize their management can’t know all the details, but needs to and they proactively educate ‘up’.

An organization with a strong culture of ownership enables leaders to do more, faster, independently.

© Charlie Kindel. All Rights Reserved.

Concierge Home Technology

I had written the following in my blog post announcing my departure from Amazon:

I am hiring a CEDIA-level installer to completely refit my home automation system and I will project manage that.

A few weeks ago someone at Control4 tweeted the following, which I replied to with a tweetstorm. This post expands on the idea I presented in that tweetstorm…

This is true. Even though smart homes are finally taking off, after decades of fits and starts, I still think most of the do-it-yourself (DIY) smart home products are too hard to use and too fragile to actually depend on. There’s still a HUGE gap between a home professionally outfitted top-to-bottom and a home with a bunch of DIY gadgets cobbled together by the home owner.

Not everyone can afford a professionally designed, installed, programmed, and monitored smart home.

Yet.

If they can afford it today, I recommend to friends they go the “Concierge” route: Hire a professional home technology integrator to just do it all for you, correctly. Life is too short to spend futzing around configuring and programming your home.

This not only applies to useful gadgets like lights, media, and cameras, but to the network infrastructure that needs to be in place for it all to work. Ask yourself this: How much of your own personal time would you budget if you decided to replace your home router? The last person I asked this said “At least a weekend.”

If you react to this by saying “Oh, I use Foo Co’s product and it’s so easy it’ll just take an hour” you are either…

  1. Lying,
  2. living in a one bedroom apartment,
  3. have no idea what it means to have a fully outfitted smart home, or
  4. extremely lucky for now, try adding 10+ more diverse devices.

The infrastructure in my home is dated (we designed and built the house in 1999-2002) and I’m going pay a pro to refit everything in the next few months. By everything I mean home network infrastructure, lighting, whole home music, televisions, security, cameras, irrigation, HVAC, and intercom/telephone. There will be some DIY products involved, but the infrastructure and automation system will be designed, installed, programmed, and monitored by a professional, not me.

I currently have over 250 ‘devices’ controllable by Alexa in my home. 152 of those are lighting loads. 47 are keypads. Some are virtual devices like scenes. Some are devices like the air compressor in my workshop which only powers on when I’m there. We have five TVs with associated media players and speakers. There’s an 8-zone whole-home audio system. Plus the security system and cameras. It took serious work by me to program it and maintain it over the past 17 years, all as a hobby. It works, but not as well as it could and should. Part of this is because some of the tech is old, but it’s mostly because I’m not a pro. I don’t get paid to do this.

I do not want to spend my time programming my home anymore. I want to spend that time on my cars Winking smile. I’ve lived in homes with professionally outfitted systems, similar in scale to mine, and the stability, refinement, and ease of use really does deliver on the dream many of us in the industry have been working towards for decades.

However, not even the high-end stuff (or industry) is perfect. Some old-school incumbents have intentionally made their products complex to artificially support dealer networks and protect crazy margins. Some do a horrible job interfacing with other companies’ products. There are not enough skilled installers and programmers, which is limiting growth. And it’s all pretty expensive – everyone in the value-chain wants their fair share and the value-chain is deep.

Part of why I want to have a pro do it this time is to see how far away we (the collective smart home industry) are from the ideal. The ideal being a world where anyone can afford a completely connected smart home where professionals design, install, program, and monitor the infrastructure, devices, and system so customers can just enjoy the benefits. I call this “Concierge Home Technology”.

Concierge Home Technology is real today, and is big business. Technology companies like Savant Systems, Control4, Snap A/V, Crestron, and Lutron are the players you’ve probably heard of. They are supported by tens of thousands of dealer/integrators around the world who do the design, installation, programming, and monitoring. If you are considering making your home truly smart, in order to have music everywhere, reliable voice-controlled lighting, great security, and automatic behaviors find a local dealer/integrator and ask them to show you an ‘experience-based’ demo home (Control4 just launched a cool initiative where at least one of their dealers in every major city has a certified showroom).

The Big 5 are all investing big time in smart home products. A few of them are actually making real money at it (finally). Their focus is on DIY products, and they generally believe smart homes can be self-organizing (by software). I don’t buy it. No household of any size, with more than few family members, is ever going to have the level of refinement and sophistication mine has without some custom programming. I’m eager to see how this plays out.

© Charlie Kindel. All Rights Reserved.

Friday was my last day at Amazon

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The goodbye mail to the Alexa Smart Home team explains it all pretty well:

Date: Apr 27, 2018 3:03 PM
Subject: Smart Home Org Update

Team,

With mixed emotions I share the news that Charlie Kindel has decided to leave Amazon. Charlie has accomplished many things in his time here, not the least of which is the founding and scaling of Alexa Smart Home. Alexa would not be the leader in Smart Home that it is without his vision, leadership, and hard work – he will be deeply missed. Charlie prepared the short FAQ found below to share his thinking with the Smart Home team. In Charlie’s own words…

1. Why are you leaving Amazon?

The pace of the past 5 years has finally gotten to me and I simply need to catch my breath. I’ve recently been joking with folks that “I used to get my adrenaline rush going heli-skiing. Now I just go into work.” I have a car restoration project that is two years behind schedule. My home automation system needs a complete revamp (it’s gotten a bit crusty since it was installed in 2001).

2. Why leave Amazon and not just go on a leave?

I was originally just going to take a temporary leave, but I like the idea of having total freedom of thought to decide what’s next in my life. By making a clean break from Amazon all options (including coming back to Amazon) are still on the table.

3. What are you going to do?

Relax and goof off. I will clean my home office which is a freaking mess and work on car projects. I am hiring a CEDIA-level installer to completely refit my home automation system and I will project manage that. I hope to enjoy the awesome summer we’re about to have in Seattle with my family (both of my adult kids will be living in the Seattle area starting this summer). Professionally, I don’t know what’s next.

I will miss you all! Please don’t hesitate to keep in touch; my personal email is charlie(at)kindel.com.

Other questions I’m sure people have:

What are you going to miss the most about Amazon?

I’m going to miss the people. The Alexa Smart Home team is an incredible team that I was blessed to have built from the ground up. I’ve had so much fun watching so many people grow in their careers and it’s going to suck not being able to be around them day-to-day as they continue to flourish.

I’m also going to miss Amazon’s high standards. I’m skeptical I’ll find another environment where the drive for “raising the bar” is so consistent and strong. Wherever I go next, you can be sure I’ll be taking this with me:

Insist on the highest standards

Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and driving their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

— from the Amazon Leadership Principles

What are you going to miss the least?

Leaving the house at 6:00am to beat Seattle traffic and returning home at 6:30pm every day. Although, I have to say, I did enjoy working ‘downtown’ more than I expected.

Will you ever return to Amazon?

Maybe (if they’ll have me). After being at Microsoft for 21 years I promised myself I’d never ‘fall in love’ with a company again. It’s just not healthy. But the reality is there are many, many things about how Amazon operates that deeply resonate with me. For example, the 14 leadership principles all sing to me and I have always been blown away how seriously everyone at Amazon takes them.

Are you available for consulting gigs?

Generally, no. I’m taking a very serious (ha!) break from ‘work’. However, I might be willing to take on some executive and leadership coaching. I am absolutely not available to consult on or discuss things related to my role at Amazon.

© Charlie Kindel. All Rights Reserved.

Clear Narratives Show Instead of Tell

This is yet-another-post on the topic of Amazon-style “six-page memos”, aka Narratives. This post focuses on the mantra: “Great narratives show, they don’t tell.”

When writing things you believe to be facts, ask yourself: How do I know? How can I qualify it? Then, qualify it in your words.

Tell (Bad):

The BMW E28 M5 is a rare car.

Show (Good):

Of the 722,328 E28 5-series sedans BMW built between 1981 and 1987, only 2,191 were the rare M5 variant.

When suggesting a course of action (e.g. “we should do x”), follow the suggestion with an explaination of why (e.g. “because of y and z).

Tell (Bad):

We should replace the old blinker fluid.

Show (Good):

We should replace the old blinker fluid because customers have reported 42 cases where old blinker fluid caused flux capacitors to wear out.

Its not uncommon for the data to be weak, but for the team to still be committed to a plan because of wisdom or strong anecdotes. If the data being presented has value, but has holes in it point out the holes. Don’t let (or ask) the reader to find those holes. Make it clear the risks have been assessed.

If you think your data has holes but still has value, point out the holes rather than have someone else do it during your presentation. Use data that both supports and argues against the author’s position. Demonstrate that you have assessed the risks.

Tell (Bad):

I am not going to replace the 5 year-old timing belt because it has less than 5,000 miles on it.

Show (Good):

I am not going to replace the timing belt because it has less than 5,000 miles on it. While this belt is older than the recommended replacement age of 4 years, this car has been stored in a humidity and climate controlled environment and the risk of the belt breaking is very low.

Some literary elements one should never use in narratives (yes, I get the irony of using an Absolute Statement here):

  • Quantifiers. Quantifiers are a type of determiner which denote imprecise quantity. They modify nouns or pronouns. Many, much, some, a few.
  • Qualificative or Qualifying Descriptive Adjectives. Big. Small. nice, complicated  better, best, and bad, worse, worst.
  • Predictive Adjectives. Expensive, funny, good.
  • Absolute statements. All, none, never, always. Nothing is in the absolute.

Finally, here are some other tips that will help you show vs. tell:

  • Correlation does not mean causation. A strong correlation between two trends is just a correlation, until there is proven causation.
  • For any data ask “is this common sense”? It’s shocking how many documents contain data that does not pass the sniff test. One mistake like this will ruin an entire narrative. You should always know the exact source of the data (use footnotes!), the timeliness of the data, how the data was calculated, and any assumptions that might not be known to the reader.
  • Don’t just put more data because you feel you need more data. Only put in data that helps create clarity or drive a decision. Likewise, don’t put data in just because getting said data was hard work.

Don’t TELL me your idea or opinion, SHOW me your idea or opinion. Use data liberally to make your case to the readers of a narrative.

© Charlie Kindel. All Rights Reserved.