Confessions of a recovering micromanager
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0:00 - 0:03What I'm really here to do today
is talk to you about micromanagement -
0:04 - 0:06and what I learned about micromanagement
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0:06 - 0:09by being a micromanager
over the last few years of my life. -
0:09 - 0:12But first off, what is micromanagement?
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0:12 - 0:14How do we really define it?
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0:14 - 0:18Well, I posit that it's actually taking
great, wonderful, imaginative people -- -
0:18 - 0:19like all of you --
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0:19 - 0:21bringing them in into an organization
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0:21 - 0:23and then crushing their souls --
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0:23 - 0:24(Laughter)
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0:24 - 0:26by telling them what font size to use.
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0:26 - 0:28In the history of mankind,
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0:28 - 0:29has anyone ever said this?
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0:29 - 0:34"John, we were never going to close
that deal with Times New Roman, -
0:34 - 0:37but because you insisted on Helvetica --
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0:37 - 0:38bam!
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0:38 - 0:39Dotted line --
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0:39 - 0:41millions of dollars started to flow.
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0:41 - 0:43That was the missing piece!"
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0:43 - 0:44No one's ever said that, right?
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0:44 - 0:48There's actually physical manifestations
that we probably see in ourselves -
0:48 - 0:49by being micromanaged.
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0:49 - 0:52Think about the most tired
you've ever been in your life, right? -
0:52 - 0:55It probably wasn't when
you stayed the latest at work, -
0:55 - 0:57or it wasn't when you
came home from a road trip, -
0:57 - 1:01it was probably when you had someone
looking over your shoulder, -
1:01 - 1:03watching your each and every move.
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1:04 - 1:07Kind of like my mother-in-law
when she's over right? -
1:07 - 1:08(Laughter)
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1:08 - 1:10I'm like, "I got this," you know?
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1:10 - 1:12And so there's actually
data to support this. -
1:12 - 1:14There was a recent study in the UK.
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1:14 - 1:16They took 100 hospital employees,
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1:16 - 1:18put an activity tracker on them
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1:18 - 1:21and then let them go about
their next 12-hour shift all alone, -
1:21 - 1:23just a regular 12-hour shift.
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1:23 - 1:27At the end of the shift,
they asked them, "Do you feel fatigued?" -
1:27 - 1:29And what they found
was actually really interesting. -
1:29 - 1:32It wasn't necessarily
the people who moved the most -
1:32 - 1:33that felt the most fatigued,
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1:33 - 1:36but it was the folks
that didn't have control over their jobs. -
1:37 - 1:40So if we know that micromanagement
isn't really effective, -
1:40 - 1:42why do we do it?
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1:42 - 1:44Is it that the definition is wrong?
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1:44 - 1:46I posited that micromanagement
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1:46 - 1:49is just bringing in great,
wonderful, imaginative people -
1:49 - 1:51and then crushing their souls,
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1:51 - 1:53so is it that we actually want to hire --
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1:53 - 1:54deep down inside of us --
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1:54 - 1:56dull and unimaginative people?
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1:57 - 2:00It's one of those questions
you probably don't even need to ask. -
2:00 - 2:03It's like, "Do you want to get
your luggage stolen at the airport?" -
2:03 - 2:06Probably not, but I've never
been asked, right? -
2:06 - 2:08So has anyone asked you, as a manager,
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2:08 - 2:11"Do you want to hire
dull and unimaginative people?" -
2:11 - 2:14So, I don't know, this is TED,
we better back it up with data. -
2:14 - 2:17We actually asked hundreds
of people around the country -- -
2:17 - 2:19hundreds of managers across the country --
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2:19 - 2:21do you want to hire
dull and unimaginative people? -
2:22 - 2:24Alright, it's an interesting question.
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2:24 - 2:26Well, interesting results as well.
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2:26 - 2:27So, 94% said no --
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2:27 - 2:28(Laughter)
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2:28 - 2:31we don't want to hire
dull and unimaginative people. -
2:31 - 2:34Six percent probably didn't
understand the question -- -
2:34 - 2:35(Laughter)
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2:35 - 2:37but, bless their hearts,
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2:37 - 2:40maybe they do just want to hire
dull and unimaginative people. -
2:40 - 2:43But 94 percent said they did not,
and so why do we do this still then? -
2:43 - 2:46Well, I posit that it's something
really, really simple -
2:46 - 2:50that all of us deep down inside know
and have actually felt. -
2:50 - 2:52So when we get hired
into an organization -- -
2:52 - 2:54it could be a club,
it could be a law firm, -
2:54 - 2:57it could be a school organization,
it could be anything -- -
2:57 - 3:00no one ever jumps to the top
of the totem pole, right? -
3:00 - 3:02You start at the very bottom.
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3:02 - 3:03Doing what?
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3:03 - 3:04Doing work.
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3:04 - 3:07You actually do the work, right?
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3:07 - 3:09And if you're really good
at doing the work, -
3:09 - 3:10what do you get rewarded with?
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3:10 - 3:12More work, right?
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3:12 - 3:14Yeah, that's right, you guys
are all great micromanagers. -
3:14 - 3:16(Laughter)
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3:16 - 3:17You do more work,
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3:17 - 3:19and then pretty soon,
if you're really good at it, -
3:19 - 3:21you do a little bit of work still,
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3:21 - 3:24but actually, you start to manage
people doing the work. -
3:24 - 3:27And if you're really good at that,
what happens after that? -
3:27 - 3:31You start managing the people
who manage the people doing the work, -
3:31 - 3:33and it's at that point in time,
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3:33 - 3:37you start to lose control
over the output of your job. -
3:37 - 3:39I've actually witnessed this firsthand.
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3:40 - 3:42So, I started a company
called Boxed in our garage, -
3:42 - 3:45and this was it --
I know it doesn't seem like much -- -
3:45 - 3:48you know, there's a pressure
washer in the back -- -
3:48 - 3:50this is "living the dream."
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3:50 - 3:52And my wife was really proud of me
when we started this, -
3:52 - 3:55or that's what she said,
she was really proud of me -- -
3:55 - 3:58and so she would give me a hug,
and I'm pretty sure she had her phone up -
3:58 - 4:01and she was thinking,
"Oh, is John from Harvard still single?" -
4:01 - 4:04It was kind of like a lemonade stand
gone wrong in the beginning, -
4:04 - 4:08but we actually went up and said
mobile commerce is going to be big, -
4:08 - 4:11and actually consumer packaged goods
were going to change over time, -
4:11 - 4:14so let's take these big, bulky packs
that you don't want to lug home -- -
4:14 - 4:17so not the two-pack
of Oreo cookies but the 24-pack -
4:17 - 4:20and not the 24-pack
of toilet paper but the 48-pack -- -
4:20 - 4:23and let's ship it to you
much like a warehouse club would do -
4:23 - 4:24except they wouldn't ship it to you.
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4:24 - 4:26So that's what we basically did.
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4:26 - 4:27We had a really slow printer
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4:27 - 4:31and what we did was actually say,
"OK, this printer is taking forever, man. -
4:31 - 4:34Let's scribble something
that would delight the customer -
4:34 - 4:35on the back of these invoices."
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4:35 - 4:37So we'd say, "Hey,
keep smiling," you know? -
4:37 - 4:39"Hey, you're awesome,"
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4:39 - 4:40or, "Hey, enjoy the Doritos,"
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4:40 - 4:42or, "We love Gatorade, too."
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4:42 - 4:44Stuff like that.
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4:44 - 4:48And so it started breaking up
the monotony of the job as well -
4:48 - 4:51because I was picking
and packing all of the boxes, -
4:51 - 4:54and that's all you basically do
for eight, nine, 10, 12 hours a day -
4:54 - 4:56when you're sitting in the garage.
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4:56 - 4:57And so an interesting thing happened.
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4:57 - 4:59So we actually started to grow.
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5:00 - 5:02And so, you know, over the last --
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5:02 - 5:05actually just even 36 months after that,
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5:05 - 5:08we ended up selling hundreds
of millions of dollars worth of stuff, -
5:08 - 5:11and we actually grew
really, really quickly. -
5:11 - 5:13But during that time,
my role started to change, too. -
5:13 - 5:16So, yes, I was the CEO in the garage;
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5:16 - 5:18I was picking and packing,
doing all the work, -
5:18 - 5:19but then I graduated
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5:19 - 5:22to actually managing the people
who picked and packed, -
5:22 - 5:24and then pretty soon I managed the people
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5:24 - 5:26who managed the people
picking and packing. -
5:26 - 5:29And even now, I manage the C-staff
who manage the departments -
5:29 - 5:33who manage the people who manage
the people picking and packing. -
5:33 - 5:36And it is at that point
in time, I lost control. -
5:36 - 5:40So I thought, OK, we were delighting
all of these customers with these notes. -
5:40 - 5:42They loved them, but I can't
write these notes anymore, -
5:42 - 5:44so you know what I'm going to do?
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5:44 - 5:47I'm going to tell these folks
how to write these notes. -
5:47 - 5:51What pen to use, what color to use,
what you should write, -
5:51 - 5:52what font you should use,
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5:52 - 5:54don't mess up the margins,
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5:54 - 5:56this has to be this big,
this has to be that big. -
5:56 - 5:59And pretty soon this goal
of raising morale -
5:59 - 6:01by breaking up the monotony
in the fulfillment center -
6:01 - 6:04actually became micromanagement,
and people started complaining to HR. -
6:04 - 6:08It's like, "Dude, this CEO guy
has got to get out of my hair, OK? -
6:08 - 6:09I know how to write a damn note."
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6:09 - 6:10(Laughter)
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6:10 - 6:13So it was at that point in time,
we said, "OK, you know? -
6:14 - 6:17We hired these great, wonderful people,
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6:17 - 6:19let's give them the mission
that's 'delight the customer,' -
6:19 - 6:23let's give them the tool to do so,
and that's these notes -- have at it." -
6:23 - 6:26And so what we found
was actually pretty startling. -
6:26 - 6:27Some folks actually took the notes
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6:27 - 6:31and actually started drawing
these really ornate minimurals on them. -
6:31 - 6:35When folks ordered diapers,
you'd get really fun notes like this: -
6:35 - 6:37"Say 'hi' to the baby for us!"
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6:37 - 6:39And you know, the next size up,
if they bought a bigger size, -
6:39 - 6:42they'd write, "Growing up so fast."
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6:42 - 6:44And so people really, really took to it.
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6:45 - 6:49But it was at that time that it also
went off the rails a few times. -
6:49 - 6:52And so we had someone just writing,
"Thx, thx," all the time, -
6:52 - 6:55and it's like, "Alright, dude,
my boss used to write that to me," -
6:55 - 6:57so, let's not write "Thx" anymore.
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6:57 - 7:00But you also had interesting
things on the other side. -
7:00 - 7:02People got a little too creative.
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7:02 - 7:05And so, like I said before,
we sell everything in bulk: -
7:05 - 7:08the big packs of diapers,
big packs of toilet paper, -
7:08 - 7:11the big packs of Doritos and Oreo cookies.
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7:11 - 7:14We also sell the big packs
of contraception, -
7:14 - 7:16and so --
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7:16 - 7:17this is getting a little hairy.
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7:17 - 7:19(Laughter)
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7:19 - 7:23So we sell the 40-pack of condoms, right?
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7:23 - 7:25We're all adults in this room --
40-pack of condoms. -
7:25 - 7:29So, someone ordered
four 40-packs of condoms -- -
7:29 - 7:30(Laughter)
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7:30 - 7:32And that's all they ordered,
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7:32 - 7:35so, 160 condoms,
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7:35 - 7:37the packer was like,
"I know how to delight the customer." -
7:37 - 7:39(Laughter)
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7:39 - 7:41"This guy ..."
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7:41 - 7:43This is what they wrote:
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7:43 - 7:44[Everyone loves an optimist]
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7:44 - 7:45(Laughter)
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7:45 - 7:49(Applause)
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7:49 - 7:53We didn't know whether to fire him
or to promote him, but he's still there. -
7:53 - 7:54So, "Everyone loves an optimist."
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7:55 - 8:00But here is where it went
a little bit off the rails -
8:00 - 8:03and I felt a little bit
conflicted in all of this. -
8:03 - 8:04And --
-
8:04 - 8:06oh, there's a really bad typo --
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8:06 - 8:11so if there was only a red T-E-D on stage
that I counted on being here, -
8:11 - 8:12it wouldn't be a typo, right?
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8:12 - 8:13(Laughter)
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8:13 - 8:15(Applause)
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8:15 - 8:17I promised you I had
a really bad sense of humor, -
8:17 - 8:19and now I'm gratifying that.
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8:19 - 8:21So I told you. But I really
was conflicted, right? -
8:21 - 8:23At this point in time,
we started doing things -
8:23 - 8:25that actually weren't part
of our core mission -
8:26 - 8:28and people started failing at it.
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8:28 - 8:31And so, I thought,
should we let them fail? -
8:31 - 8:33Should we continue to let them do this?
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8:34 - 8:35I don't know --
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8:35 - 8:37I didn't know at that moment,
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8:37 - 8:38but I thought this:
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8:38 - 8:40Is failure really that bad?
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8:41 - 8:43I'm not saying
we should celebrate failure. -
8:43 - 8:47There's a lot of talk in Silicon Valley
that says, "Let's celebrate failure." -
8:47 - 8:49No, I don't know
if we would go all the way there, -
8:50 - 8:51because like, in our board meetings,
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8:51 - 8:55our board members are never like,
"Hey, Chieh, you failed last quarter, -
8:55 - 8:56keep doing that, buddy, OK?"
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8:56 - 8:57No one's ever said that.
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8:57 - 9:00If you're part of
an organization like that, -
9:00 - 9:02give me a call, I want
to sit in on that meeting. -
9:02 - 9:05In private, I don't think
many people celebrate failure, -
9:05 - 9:07but failure, I posit,
is actually pretty necessary -
9:07 - 9:09for the folks truly in the long-term,
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9:09 - 9:11for the smart and imaginative people
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9:11 - 9:15truly trying to fulfill the mission
that you give them at hand. -
9:15 - 9:18And so failure can actually
be seen as a milestone -
9:18 - 9:21along that mission towards success.
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9:21 - 9:23And if the downside of not micromanaging
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9:24 - 9:27is potentially this perceived notion
that you might fail more often, -
9:27 - 9:29and if it's really not that bad,
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9:29 - 9:30what is the upside?
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9:30 - 9:33Well, we saw the upside
and it's pretty great. -
9:33 - 9:34We tasked our engineers and said,
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9:34 - 9:38"Hey, some of our fulfillment centers
cost millions of dollars to build, -
9:38 - 9:40there's miles and miles of conveyor,
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9:40 - 9:42and so, can you do the same thing,
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9:42 - 9:45can you make them efficient
without spending millions of dollars?" -
9:45 - 9:46So, they got to work:
-
9:46 - 9:48they actually did this --
this is not photoshopped, -
9:48 - 9:50the guy is really grinding.
-
9:50 - 9:52They built an autonomous guided vehicle.
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9:52 - 9:55We didn't tell them what to build,
what format it needed to be. -
9:55 - 9:57In 90 days they produced
the first prototype: -
9:57 - 10:00powered off Tesla batteries,
stereoscopic cameras, lidar systems. -
10:00 - 10:03It basically replicates
the efficiency of a conveyor belt -
10:03 - 10:06without the actual capex
of a conveyor belt. -
10:06 - 10:09So it doesn't actually
just stop with engineers. -
10:09 - 10:10Our marketing department --
-
10:10 - 10:13we told them, "Hey,
get the word out; do the right thing." -
10:13 - 10:16We have this wonderful lady, Nitasha,
on the marketing team. -
10:16 - 10:18She stopped me in the morning,
-
10:18 - 10:20she's like, "Chieh, what are
we doing about the pink tax?" -
10:21 - 10:22I went and got my coffee, I sat down,
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10:22 - 10:24I said, "OK, Nitasha,
what is this pink tax?" -
10:25 - 10:27And so she told me,
it's really interesting. -
10:27 - 10:29So, some of you might know
that in 32 states across America, -
10:29 - 10:33we actually charge a luxury goods tax
on women's products -
10:33 - 10:34like feminine care products,
-
10:34 - 10:37so tampons and pads
are taxed like luxury goods items. -
10:37 - 10:38So I would never dare call my wife --
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10:38 - 10:42or if she called me and said, "Hey, hon,
bring some pads on the way home," -
10:42 - 10:45and I said, "Babe, you know,
there's a trade war going on, -
10:45 - 10:46the economy's not that good,
-
10:46 - 10:49so no luxury goods this month
but next month I promise -- -
10:49 - 10:50(Laughter)
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10:50 - 10:51I'll take a look at it."
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10:51 - 10:53I'd be single pretty quickly, right?
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10:53 - 10:56But what's super interesting is now --
-
10:56 - 10:57we didn't tell them what to do --
-
10:57 - 11:00but now, working with finance,
they rebate the tax -
11:00 - 11:03back to customers all around the country
that we unfairly have to collect. -
11:03 - 11:06And so at this point in time,
you might be thinking, -
11:06 - 11:10"OK, what is the real, real upside
of not micromanaging?" -
11:10 - 11:11and it's this:
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11:11 - 11:13I didn't do any of these projects.
-
11:13 - 11:14I didn't make the AGV.
-
11:14 - 11:17I didn't do the "Rethink
the Pink Tax" campaign. -
11:17 - 11:18I didn't do any of this,
-
11:18 - 11:22but I'm standing here on a TED stage
taking all the credit for it. -
11:22 - 11:24(Laughter)
-
11:25 - 11:28"This guy does nothing
and takes all the credit for it. -
11:28 - 11:30He's a real CEO, this guy.
He's really got it down." -
11:30 - 11:31(Laughter)
-
11:31 - 11:33But the reality is this.
-
11:33 - 11:35I don't have the CEO thing down
100 percent pat, -
11:36 - 11:40but I've actually learned
the most fundamentally challenging lesson -
11:40 - 11:43I've ever had to learn,
-
11:43 - 11:44and that's this.
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11:44 - 11:48There is only one solution
to micromanagement ... -
11:48 - 11:49and that's to trust.
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11:49 - 11:51Thank you.
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11:51 - 11:55(Applause)
- Title:
- Confessions of a recovering micromanager
- Speaker:
- Chieh Huang
- Description:
-
Think about the most tired you've ever been at work. It probably wasn't when you stayed late or came home from a road trip -- chances are it was when you had someone looking over your shoulder, watching your each and every move. "If we know that micromanagement isn't really effective, why do we do it?" asks entrepreneur Chieh Huang. In a funny talk packed with wisdom and humility, Huang shares the cure for micromanagement madness -- and how to foster innovation and happiness at work.
- Video Language:
- English
- Team:
- closed TED
- Project:
- TEDTalks
- Duration:
- 12:07
Brian Greene edited English subtitles for Confessions of a recovering micromanager | ||
Brian Greene edited English subtitles for Confessions of a recovering micromanager | ||
Brian Greene edited English subtitles for Confessions of a recovering micromanager | ||
Brian Greene approved English subtitles for Confessions of a recovering micromanager | ||
Brian Greene edited English subtitles for Confessions of a recovering micromanager | ||
Joanna Pietrulewicz accepted English subtitles for Confessions of a recovering micromanager | ||
Joanna Pietrulewicz edited English subtitles for Confessions of a recovering micromanager | ||
Joanna Pietrulewicz edited English subtitles for Confessions of a recovering micromanager |