Like the Boss
You may have final say, but
it’s vital that not everything
you say be taken as final
important issues, ones that can’t be resolved without my input and that affect every one of my employees. Otherwise, I’d much prefer that they make
decisions; I hired them for their expertise, after all.
If people are waiting around for me to tell them
what to do next, then I’m not doing my job well.
The root of the challenge is that the people I
work with closely hear from me quite a bit. I tend
to offer up a number of ideas, a lot of suggestions,
and plenty of feedback about the work we’re all
doing together. Ninety-nine percent of the time, a
suggestion from me is just that—one of many ideas
on the table. But power dynamics being what they
are, no matter how carefully I phrase them, my
suggestions are always considered more seriously
than those offered up by others.
I’ve been trying a variety of approaches to see
whether I can change this dynamic. I’ve tried
stepping back a bit, forcing myself to be less
involved day to day in the actual work—but that
ultimately results in the opposite of what I want.
People tend to notice when someone who doesn’t
speak up a lot suddenly chimes in, and I want my
words to carry less weight, not more. I’ve tried
wrapping my suggestions in friendly disclaimers—
“Hey, this is just a thought” or “Hey, just a small
suggestion”—but it doesn’t feel right to be
stepping so gingerly when the point is to have
a free exchange of ideas. I want to be a natural
part of the conversation.
I’ve also tried offering my thoughts directly
to the people on the team, one on one. I’ve made some progress this way, because it prevents
group acquiescence to what I say. But it’s inefficient and still defines my ideas as somehow
separate from the wider process.
As it turns out, the tactic I’ve had the most success with is to come full circle and speak
up even more in group settings. The more I join the discussion and throw ideas into the mix,
the more I diminish the value of each individual piece of my input. But there’s an important
additional reason this approach is working: The more I participate in company meetings, the
more chances I have to highlight ideas that are better than mine. And the more I do that,
the more I demonstrate that my suggestions can be easily tossed aside. Which is exactly what
I want. I want the best ideas to emerge, not my ideas.
Then, when I really do need to make a last-word decision, I can be very clear about that.
I can be definitive. I can announce that this decision is the decision, and here’s why.
WE’VE BEEN WORKING on a major upgrade to Basecamp lately, so ur designers and developers have been collaborating close- ly. It’s an exciting time, with lots of concepts, designs, and code being tried out, tossed out, kept in play, and so on. I’m a hands-on guy, so I relish times like these. The further
away I am from the product, I’ve found, the less I enjoy my job.
But the process has also highlighted a problem I’ve struggled
with for a long time: As the CEO and majority owner of my company,
I have the last word, but, because of this, those around me tend to take
many of my words as if they were final even when they’re not meant
to be. I’ve mentioned this to several other CEO-owners lately, and I’ve
come to realize it’s a situation many of them face as well.
I don’t ever want to be an executive who gives orders from a
corner office on the 100th floor. The way I see it, the last word
should always be the last resort, reserved for the most delicate and
Jason Fried is co-founder
of Basecamp (formerly
37signals), a Chicago-based
96 - INC. - APRIL 2015