“In 210 BC, a Chinese commander named Xiang Yu led his troops across the Yangtze River to attack the army of the Qin (Ch’in) dynasty. Pausing on the banks of the river for the night, his troops awakened in the morning to find to their horror that their ships were burning. They hurried to their feet to fight off their attackers, but soon discovered that it was Xiang Yu himself who had set their ships on fire, and that he had also ordered all cooking pots crushed.”

“Xiang Yu explained to his troops that without the pots and the ships, they had no other choice but to fight their way to victory or perish. That did not earn Xiang Yu a place on the Chinese army’s list of favorite commanders, but it did have a tremendous focusing effect on his troops (as they grabbed) their lances and bows, they charged ferociously against the enemy and won nine consecutive battles, completely obliterating the main-force units of the Qin dynasty”

Prof. Ariely is making a point about the advantage of making a choice to focus by closing other doors/options/opportunities.

Joshua Baer had an interesting allegory to the startup world in his “Necessity is the mother of Invention” post

“This is similar to when a bootstrapper enters the Valley of Death* and commits to their venture, but before they are making money and cash flow positive. They are forced to figure out how to make it work with what they’ve got. The timeline is not completely in their control.

We’re always tempted to leave ourselves an escape route or path of retreat. And usually that’s a good idea. But sometimes there aren’t enough resources to mount the attack and cover the retreat. In order to be successful sometimes you have to commit the resources to what you believe in because the retreat option isn’t acceptable. Sometimes once you head down a path there is just no turning back, so you might as well commit all of your resources to getting to the end”

Well… this is true but since I am a notorious pessimist and usually like my options open, I have continued reading about this fine gentlemen (a.k.a. Xiang Yu)

I learned that indeed in the beginning of the civil war Xiang Yu was winning but with his rude manners, arrogance and lack of political vision, the tide turned against Xiang Yu and in the end he lost the war to Liu Bang.

In 202 BC, when Xiang Yu and his remaining men had their backs against the river while surrounded by Liu Bang’s troops, a boatman on a raft persuaded Xiang Yu to go with him across the river so he can prepare a comeback.
Xiang Yu said, “When I crossed the River and went west, I took with me 8,000 sons and brothers from east of the Yangtze. Now none of them has returned; how can I face the elders east of the Yangtze?” After declining this offer, Xiang Yu turned around, charged against the Han troops, killed over a hundred men, and finally cut his own throat.
Shortly after his death Liu Bang established the Han Dynasty.

Three concluding facts about Xiang Yu:

• Xiang is popularly viewed as a leader who possesses great courage but lacks wisdom, and his character is aptly summarized using the Chinese idiom “Yǒu Yǒng Wú Móu” (有勇無謀) - “Having Courage but No Strategies” (or  to be foolhardy or to be more brave than wise or to have reckless courage…)
• Xiang’s battle tactics were studied by future military leaders while his political blunders served as cautionary tales for future rulers
• Xiang Yu is also the kind general that raided the Terracotta** tomb less than five years after the death of the First Emperor – Xiang’s army was looting of the tomb and structures holding the Terracotta Army, as well as setting fire to the necropolis and starting a blaze that lasted for three months.

“Yǒu Yǒng Wú Móu” (有勇無謀) - “Having Courage but No Strategies” - Think about it…! ;)

* Valley of Death – A slang phrase to refer to the period of time from when a startup receives an initial capital contribution to when it begins generating revenues.
During the death valley curve, additional financing is usually scarce, leaving the firm vulnerable to cash flow requirements.

** The Terracotta Army or the “Terra Cotta Warriors and Horses“, is a collection of terracotta sculptures depicting the armies of Qin Shi Huang, the First Emperor of China
The figures, dating from 210 BC, vary in height according to their roles, with the tallest being the generals. The figures include warriors, chariots, horses, officials, acrobats, strongmen, and musicians.
Current estimates are that in the three pits containing the Terracotta Army there were over 8,000 soldiers, 130 chariots with 520 horses and 150 cavalry horses, the majority of which are still buried in the pits.
There is also a legend that the terracotta warriors were real soldiers, buried with Emperor Qin so that they could defend him from any dangers in the next life.

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p.s. Prof. Ariely also recommends another role model for door closing – Rhett Butler for his supreme moment of unpredictable rationality with his astonishing elan, “Frankly my dear, I don’t give a damn”

With an evidence-based (experience studying and consulting to managers in many settings) approach he have identified a list of key beliefs that are held by the best bosses — and rejected, or more often simply never even thought about, by the worst bosses.

Here are the half dozen I liked most, you can read the rest (+ dedicated post on each one) on his HBR blog post.

• I have a flawed and incomplete understanding of what it feels like to work for me.
• My job is to serve as a human shield, to protect my people from external intrusions, distractions, and idiocy of every stripe — and to avoid imposing my own idiocy on them as well.
• I aim to fight as if I am right, and listen as if I am wrong — and to teach my people to do the same thing.
• Innovation is crucial to every team and organization. So my job is to encourage my people to generate and test all kinds of new ideas. But it is also my job to help them kill off all the bad ideas we generate, and most of the good ideas, too.
• How I do things is as important as what I do.
• Because I wield power over others, I am at great risk of acting like an insensitive jerk — and not realizing it.

@Bob, very insightful – Thanks!

By the way, just added his new book “Good Boss Bad Boss“ to my Delver Wish-List… please feel more than free to surprise me ;)

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Random Quote: “my comprehension can only be an infinitesimal fraction of all I want to understand” | Ada Lovelace (a.k.a. the *first* programmer)

“Cogito Ergo Sum Pragmaticus”

I will dare to claim that eating restrictions and drinking contradictions for breakfast* is one of the first steps in the pragmatic** manager journey.

The ability to combine a revolution-like sense-of-urgency characteristics

• Opportunistic result oriented thinking with basic strive for early result (a.k.a. Constant search for simple low-hanging-fruits)
• Edgy pro-activeness in identifying and mitigating possible risks, bottlenecks or any other result-pooper
• Choosing the right battles with healthy pareto mindset

Spiced with René Descartes methodological skepticism

• Constant questioning and reflection: Why are we doing it? What problem are we solving? Is it really worth it? Is there an easier way? What will happen if we will drop it?
• Embrace doubt in current assumptions, restrictions, taboos, procedures, personal and corporate comfort zones or any other sacred cows
• Decipher the important vs. the urgent

With some Chinese long-term thinking

• Define a clear vision and goals
• Team building
• Invest time in analyzing market trends and technological direction

Are only some of the basic elements needed to reach a pragmatism Zen (!)

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Three Pragmaticus Tips:

* Don’t Skip Breakfast – Breakfast is the Most Important Meal of the Day! ;)

** Schedule a weekly recurring meetings in your schedule to proactively reflect on your life contradictions

*** Google engineers have launched a new Google Blog Directory – Very inresting reading…

Jerry Madden retired from NASA in 1995 as Associate Director of Flight Projects at Goddard Space Flight Center.
During his distinguished 37-year career, he have collected more than 100 observations about project management

IMHO, these are the best three:

(#14) Never ask management to make a decision that you can make. Assume you have the authority to make decisions unless you know there is a document that states unequivocally that you cannot.

// I have deleted the last part since I really think that people should strive to make decisions even if there is a document that states that you can’t…

(#16) Never make excuses; instead, present plans of actions to be taken

// IMHO, NO Results with a GOOD excuse will never even resemble Results

(#59) Running does not take the place of thinking. For yourself, you must take time to smell the roses. For your work, you must take time to understand the consequences of your actions.

//You better THINK!

When “The Moscow Cats Theater” came to New York, the Russian clown Yuri Kuklachev was interviewed:  “the secret of training them is realizing that you can’t force cats to do anything [...] If the cat likes to sit you can’t force her to do anything else [...] Each cat likes to do her own trick [...] Maruska is the only one who does the handstand. I find the cat and see what they like to do and use that in the show [...] I have a cat now that loves to be in the water…”

– REUTERS, 2006

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Personally, I think that managing engineers is much more complicated than herding cats (although I didn’t have the twisted pleasure to herd a cat yet)

When you go out of your way to hire the best people around than soon enough you will find yourself herding a superior, class A, hyper-developed mutant Ligers* who are much more knowledgeable than the herder (a.k.a. you)

In this environment you have to learn to simply trust your people (although this is not simple at all :), mark the vision, let them loose and only help to get rid of the stones in their way (this concept was best described as the Open Kimono** policy in Peopleware)

Well…. Managing the Delver Engineers is like Herding Legendary Ligers and you need to make a superior effort to see what these ligers “likes to do” and run fast enough to set the Vision and move the rocks out of the way.

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* The Liger, is a (huge) hybrid cross between a male lion and a female tiger

** Open Kimono Attitude: You take no steps to defend yourself from the people you have put in positions of trust.

By the way, The best answer I found on the origin of the term “Herding Cats” was in Google Answers

I think that human capital is the silver bullet* for successful software projects – productivity, personalities, teamwork and group dynamics will make or break a project.

Picking the right people is maybe the most important managerial task so on your next interviews please remember** that knowledge can be easily acquired but personality is there to stay.

Don’t spend 90% of your interview time on knowledge when personality (and potential) is the real key for successful recruitment.

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* Although “Peopleware” have a full chapter on how there is no silver bullet… but I partially agree since I never said it will be easy to get to the human capital silver bullet…
** Also remember: Somewhere today a project is failing… and I can personally guarantee that people were somehow involved in its failure!

Green Managers – Five top common mistakes with two cent tips.

Vision???
Managing is more then juggling day-to-day tasks – Make a difference, lead to change… Construct a vision, set goals and encourage innovation.Delegation-less: “Never mind, I will do it…”
Simply start delegating like hell!

Sagemet – (Hebrew Slang, The sickness of a green officer in IDF) – You don’t let yourself be human and you fall in-love with your new title.
Remember, management title does not elicit automatic respect and obedience and just because you are the boss doesn’t mean you can’t be human – Feel free to laugh, show emotion and you can even make an occasional mistake ;-)

Mr. Know-all – You think you know everything.
Be sure you don’t know everything is maybe is maybe the most important part of getting into new managerial position. Listen to the people around you and keep an open mind.

Ooops, employees…
As a manager you must remember the three most important success factors: 1. People 2. People and surprisingly enough 3. People
Listen to your employees, take the time to know them, empower them, tell people what you want, not how to do it, don’t put policies ahead of people etc.

Good Luck!