Live data from Hacker News

Peacetime CEO / Wartime CEO (2011)

future.com

51–59 of 59 posts

Re: Peacetime CEO / Wartime CEO (2011)

#51

Earlier quoted context omitted.

> The problem for Twitter is that politicians and celebrities don't really want to hang around on a platform where they have to deal with abusive content all the time. Maybe. At a certain point, that's probably true, but are we close to that? Sometimes you have to look at what people do, not what they say. It costs a celebrity nothing to say nice things about seeking peace and love and opposing hatred and wanting to…

> Sometimes you have to look at what people do, not what they say. At least in the "science bubble", I've seen a lot of people say they are fed up and moving to Mastodon. And particularly regarding COVID, it's clear why: they already had to fight insane amounts of trolls and deniers before Musk bought Twitter, and now Musk has made clear he's going for the radical-libertarian interpretation of "free speech" - evidenc…

> positions advocating for continuing combatting the pandemic get downvoted

NOTE: My goal here is not to abjudicate Covid or any other contentious topic, but to try and give a brief explanation of the disconnect between people in the "science bubble" and those you call "far-right trolls".

You've never actually been disagreeing about science. You've been disagreeing about risk-management decisions.

What I think a lot of scientists have gotten wrong, particularly in the last few years with covid but also with bigger topics like climate change, is that science is a totally different field from risk-management.

A scientist can give you data about the world via the scientific method. A scientist can tell you that Covid is ~X% lethal for a woman at 57 years of age or that a medical treatment is ~Y% effective when administered within 48 hours of infection, or that a medical treatment poses ~Z% risk of complications.

But a scientist can't tell you what decisions to make in light of that data. A scientist can't use science to tell you objectively whether or not it's worth ruining the world economy and social cohesion to fight a particular illness, or whether or not some individual who experiences X% risk of a disease should take a medication with a Y% risk of complications. That decision making process is never science: that is risk-management.

Unfortunately, much of the politicized science in the last few years has taken the form of risk-management. You have scientists on very difficult topics saying things like "The science says we must do X, Y, and Z" when this is false. An objectively correct human action or decision is never the outcome of any science experiment.

Re: Peacetime CEO / Wartime CEO (2011)

#52

Earlier quoted context omitted.

> Sometimes you have to look at what people do, not what they say. At least in the "science bubble", I've seen a lot of people say they are fed up and moving to Mastodon. And particularly regarding COVID, it's clear why: they already had to fight insane amounts of trolls and deniers before Musk bought Twitter, and now Musk has made clear he's going for the radical-libertarian interpretation of "free speech" - evidenc…

> positions advocating for continuing combatting the pandemic get downvoted NOTE: My goal here is not to abjudicate Covid or any other contentious topic, but to try and give a brief explanation of the disconnect between people in the "science bubble" and those you call "far-right trolls". You've never actually been disagreeing about science. You've been disagreeing about risk-management decisions. What I think a lot…

While I think you're absolutely correct in theory there are a lot of people on the risk management side using bad data to argue the opposite. Personally I know for people in my life it's not enough to discuss the fact that the COVID Vaccine may or may not be as effective as the media says, we're not talking percentages of effectiveness, but they'll send me articles with no data implying that vaccines kill kids (https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3170075/). Or Articles like Alex Berensons misleadingly taking half of a graph from a 40 page report out of context: https://www.politifact.com/factchecks/2021/nov/30/alex-beren...

I think there's a pretty narrow set of people actually trying to have the debates you mention, and I agree the world would be a much better place if we did.

I suspect it's because if you want an audience, it's really hard to get people excited about a few percentage points of different risk.

Re: Peacetime CEO / Wartime CEO (2011)

#53

Reid Hoffman extends this idea in an interesting way by talking about how you need different types of teams depending on what stage the company is at. One team to storm the beach, another team to capture the city, and another team to hold and police the city after. In both the case of the teams and "wartime" vs "peacetime" leaders I don't think one is better than another, just different skillets for different situati…

I've sometimes heard it called the "Pioneers, Settlers and Town Planners" due to this article: https://medium.com/org-hacking/pioneers-settlers-town-planne...

Basically, different people are best suited to different stages of the organizations growth. I can see how that might also apply to the CEO in crisis vs not-crisis mode.

Re: Peacetime CEO / Wartime CEO (2011)

#54

  Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone.
Utter crap. Business people trying to compare themselves to the godfather movies to excuse their asshole behavior. Lessons from the school of Steve Jobs Worship.

Re: Peacetime CEO / Wartime CEO (2011)

#55
post #30

Companies often seem to employ terms related to armed conflict to heighten the sense of urgency and action. In reality noone working at a software company is "getting their asses shot off" or even "goes to war". Stop using silly terms like that in business. We are not here to murder people or commit genocide, using this vernacular diminishes and marginalizes the immense suffering of humans caught in an actual war for…

Related, I've seen many business leaders overuse sports analogies in talk. (I don't really follow sports that much.) The message ends up being very white male cis, and not inclusive. It muddies the message, especially in tech companies with a diverse group of employees.

> white male cis

I think this stereotyping is unnecessary and divisive. I mean, there’s whole countries that are not run by white men! Plenty of white men hate sports, and are not trying to be alpha males. Most US sports analogies go over my head, because we play different sports in New Zealand!

Please, could someone from a country that is not run by white males comment on the sports madness (or lack thereof) of their own business leader culture?

Re: Peacetime CEO / Wartime CEO (2011)

#56
False dichotomy.... After being at many successful and unsuccessful companies there's definitely different vibe, on one side you as an individual are allowed creative freedom to design+deliver a large project... on the other theres a lot of fear blame, time sunk into these "core" projects eg going mobile or video First or changing Clouds or cost cutting.. they often turn out to be illconsidered wastes of time, the pretence for war is a poor excuse for this lizard brain/ groupthink/ just doing what said manager likes to do

Re: Peacetime CEO / Wartime CEO (2011)

#57

Reid Hoffman extends this idea in an interesting way by talking about how you need different types of teams depending on what stage the company is at. One team to storm the beach, another team to capture the city, and another team to hold and police the city after. In both the case of the teams and "wartime" vs "peacetime" leaders I don't think one is better than another, just different skillets for different situati…

I've sometimes heard it called the "Pioneers, Settlers and Town Planners" due to this article: https://medium.com/org-hacking/pioneers-settlers-town-planne... Basically, different people are best suited to different stages of the organizations growth. I can see how that might also apply to the CEO in crisis vs not-crisis mode.

I like this analogy even better, thanks for sharing.

Re: Peacetime CEO / Wartime CEO (2011)

#58
post #31

Earlier quoted context omitted.

I cringe when I see businesses using the vernacular of war to describe really mundane, essentially riskless goals. One company I was at had a "war room" dedicated to... increasing MRR to the arbitrary goals they'd set that quarter. They put a sign on the door. Another CEO told us in an all hands that the company was on a "war footing" until we found product market fit, and he'd use phrases like "total war" all the ti…

Yes its very cringe and only appeals to a certain section of people. At a previous company I worked at, they took this even further, organizing themselves into "squads" (teams) which were part of "platoons" (orgs). Someone that interviewed pointed out that this was pretty aggressive/warlike terminology and wondered why they used it and they didn't really have a good answer.

While using military terminology in non-military organizations is cringy, there's a good reason that military allusions come up frequently in business writing. Armies were the first large scale organizations in history and suffer from the same failure conditions except with much higher stakes. Large businesses (and similarly large governmental functions apart from the military) are much more recent inventions. The most important similarities though are a focus on logistics, team structures and specializations, as well as decision making frameworks. As a result of that, a lot of business writing is in some sense descended from military writing. And modern military writing continues to be a valuable source of wisdom in a business context because of those similarities (one of the best management books I've ever read is "Turn the ship around!" by L. David Marquet about reforming the dynamics of a nuclear submarine crew).

(Of course that doesn't stop people from cargo-culting the military without thought given to the specific context.)

Post reply on HN