This is the fourth post in an ongoing series about the transition from maker to manager1.
I still remember the one of the first descriptions of leadership I heard from a successful business person that I instinctively felt was wrong. I was young, early in my career, and the CEO who ran the company I worked at had joined a meeting about a project assigned to my boss’ team.
I can’t remember the specifics of the project, but I do know that it had encountered some sort of difficulty and the CEO was stepping in to help get things back on track. Seeing the primary leader of the business ’get their hands dirty’ with the team, especially alongside a young, inexperienced person like me was encouraging and felt right somehow—a salve for the notion that executives use hierarchy to shield themselves from the actual work being done.
Towards the end of the meeting, though, the CEO said this:
Continue reading From Maker To Manager: Making Yourself Unnecessary
It’s not good that I’m in this meeting. My goal is to make myself unnecessary, so you need to figure this out on your own next time.
1. You can see all of the posts in the series, From Maker to Manager, here.
I was recently invited to an event about digital marketing. At the beginning of the talk, I mentioned that the material included lessons learned from The Iron Yard, a company I co-founded and helped to run for over five years. (The Iron Yard was at one time the world’s largest in-person code school2.)
After the talk, an older gentleman came up to me and said, “I’d like to have a word with you.” Not sure whether to expect praise or reprimand, I said, “I’d love to talk,” and stepped aside with him. As he pulled out his phone, he told me that during the talk, he’d sent a message to his grandson letting him know that he was at a talk being given by on of the founders of The Iron Yard.
Continue reading The End of an Incredible Adventure with The Iron Yard
1. You can read more about code schools on Wikipedia.
Over the past few weeks I’ve had conversations with a variety of people about the marketing/sales funnel, which I wrote about recently3. Even though many would a consider clear understanding of where you’re customers are coming from—and how to scale those channels—an essential part of business (which it is), many companies simply haven’t defined their marketing/sales funnel.
For those who have an intimate understanding of their funnel, the temptation is to be critical of businesses who don’t. When you step back, though, the context for most companies without a funnel is understandable and, in some cases, even justifiable.
Continue reading Why So Many Businesses Don’t Have a Marketing/Sales Funnel
1. You can read my first post, called The Amazing Marketing/Sales Funnel, here.
A few weeks ago I gave a talk explaining some of the lessons I’d learned about marketing as I helped grow The Iron Yard. As I reviewed my presentation with the conference organizer, one slide towards the beginning caught his attention. Here it is:
His advice on that slide was, “you should explain what the marketing funnel is. Not everyone will know what that term means.” His observation was a great reminder that, when you are fully steeped in a discipline, concepts that are second-nature to you probably aren’t to people outside of that discipline.
Continue reading The Amazing Marketing/Sales Funnel
Recently, while working through a list of agenda items with several people on my team, I noticed a new feature in Google Docs: recognition of what is likely an action time and a suggestion to create a task for the person mentioned.
This has been a common theme for Google products over the last few years. From consolidating travel information into easily-actionable bundles via Inbox to offering suggested analyses of data in Google Sheets, their ability to turn raw data sources into semantic, proactive features for users is impressive to say the least. (If you’re unfamiliar with these features, click on the “Explore” icon in the bottom right of your screen next time you open a document in Google Drive.)
Continue reading Is Google Making File Organization Irrelevant?
Since writing about varying opinions on social media and ownership of online content, I’ve been musing about ‘online presence’ as a concept in general. Last night I mentioned to a friend that in 10 years (or less), it’s very likely that some of the basic web development skills we teach at The Iron Yard to help people launch careers in software development will be either an expectation for most knowledge workers’ jobs, automated in some way, or, more likely, a combination of both.
This topic is a complex one without singular answers, but I thought I’d share a few thoughts that have been rolling around in my mind as of late.You can find links to all of the posts in the series on this page. Here’s Part 2:
Take a moment and think about this question: is it possible to be a successful professional in today’s world without an online presence?
Continue reading Is an Online Presence Mandatory? Part 2: Professional Consequences
During a stage of significant growth at The Iron Yard, several executives had a conversation about how to quell what had become the insanity of our heavy travel and meeting schedules. The CEO asked me to test out a virtual assistant that could spend a few hours a week booking transportation and wrangling calendars. After a bit of research, I decided to try a service called Zirtual.
Continue reading A Good Reminder that Startups Fail (and Thoughts on Infrastructure)
Over the last few weeks I’ve been culling through a gigantic pile of links, articles and ideas that I’ve saved up for this blog. One of the files contained quotes from team members at The Iron Yard (the company I help lead). I’m not exactly sure who said what or when, but I do know that I copied them from Slack or other internal tools.
Continue reading Quotes from the Team at The Iron Yard
Management is a topic that draws no shortage of opinions, studies or differing experiences.
I’ve heard a variety of terms and concepts used to describe managers. Managers as leaders, managers as cheerleaders, managers as experts and so on. Lately, I’ve been thinking about a manager as an editor, similar to the editor in chief of a publication.
Continue reading Manager as Editor
Some time ago I signed up for an online course about user growth. Overall it was underwhelming (so I’m not going to link to it), but there were a few exercises that challenged me to articulate my thoughts about products I’ve used and the company I work for. In particular, one of the assignments required me to “name a product either you’re working on, or a product you currently use, and explain why you feel it has achieved product/market fit.”
I chose to write about Front App4, a product that, earlier on in The Iron Yard’s growth, allowed a very small admissions team to manage email across a huge number of campuses. Below a full re-post of my homework assignment.
Continue reading Name a Product that has Achieved Product-Market Fit
1. You can read more about Front App on their website.