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    Unmanageable: Leadership Lessons from an Impossible Year
    Unmanageable: Leadership Lessons from an Impossible Year
    Unmanageable: Leadership Lessons from an Impossible Year
    Ebook209 pages1 hour

    Unmanageable: Leadership Lessons from an Impossible Year

    By Johnathan Nightingale and Melissa Nightingale

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    About this ebook

    Everything about work changed in 2020.

    Billions of people were sent home from the office, unsure of what they'd be coming back to, or when. Organizations crammed decades of transfor

    LanguageEnglish
    PublisherRaw Signal Press
    Release dateOct 6, 2021
    ISBN9780995964334
    Unmanageable: Leadership Lessons from an Impossible Year
    Author

    Johnathan Nightingale

    Johnathan Nightingale has built and operated organizations from 2 people to 250. He was the Vice President of Firefox for Mozilla during a period of intense turmoil inside Mozilla and out. He helped build and launch the first Firefox offerings on Android and iPhone, and still cheers every time the open web wins. After Mozilla he joined Hubba as their Chief Product Officer, and helped that team triple in size while improving their diversity stats instead of watching them slide. He is proud to sit on the board of Creative Commons, and is a big believer in the power of mission-based organizations. He has strong opinions about your coffee infrastructure. You can find him on twitter: @johnath

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      Book preview

      Unmanageable - Johnathan Nightingale

      Introduction

      We already know what they’ll say.

      When people write books about the impact of the COVID-19 pandemic on business, they’ll talk about it as an accelerant. They’ll talk about how it was a year that pulled the future forward. Remote work and remote conferences and remote weddings. Massive changes to consumer habits and the retail landscape. Lasting impacts to housing, travel, and tourism. They’ll talk about how disruptive it was.

      And somewhere, in the fourth paragraph of page 46, they’ll acknowledge that it was a hard year. Maybe they’ll use a word like turmoil, or stressful, or burnout.

      This is a book about that word on page 46.

      There is no way to talk about what happens next without standing in what the past year has been. But that won’t stop folks from trying. Many of the business books about COVID-19 will be retrospectives, narratives constructed after the fact to help us make sense of a time that made no sense at all.

      This is a book about what it felt like to live through it. Not a neatly packaged set of observations, gleaned from the benefit of hindsight. It’s a snapshot. Of what it felt like to lead. And manage. And parent. And live. Set against a backdrop of ever-changing public health guidelines and complicated trips to the grocery store.

      We had already been writing our newsletter for years when the pandemic hit. Every other Wednesday we try to put something helpful into the world for bosses — something that makes you reflect and, if we really nail it, get more intentional about the way you lead.

      Bosses are not the most lovable group of people from the outside. We are often underskilled, and when we make mistakes, the impact on our teams can be really painful. But underskilled isn’t a permanent state. And that’s the core of our work.

      People aren’t born knowing how to manage and lead a group in a work context. And if they aren’t born knowing it, that means it’s learnable. If you want to know why we sound optimistic, even on the heels of what the past year has been, that’s why.

      In our experience, most bosses want to be better. The vast majority want to do right by their people but struggle to figure out how — and find little support along the way.

      This book is a year of love letters written to bosses throughout a global pandemic: 27 letters, from the first lockdowns to the first anniversary of those lockdowns.

      At the close of the book, we talk about the mass renegotiation that is underway right now. How people are rethinking their relationship to work, and how organizations are racing to catch up. That renegotiation also has us feeling optimistic.

      Wherever this finds you, we hope we’re collectively in a better spot. A better spot around the virus, of course, but also around work and life and balance and boundaries. And, most importantly, around how bosses show up for their people.

      · 1 ·

      Our Job

      Now Is

      To Flatten

      the Curve

      We’re breaking our format this week. It wouldn’t help to tell you what Melissa’s reading and what Johnathan’s reading. We’re all reading the same thing. The COVID-19 coverage feels like it’s everywhere, and it’s overwhelming. If it feels that way for us, it probably feels that way for many of you, and for the people in your organizations. It’s a lot. And as bosses, we have to do some really important work, starting right now.

      First, a bit about where we are. Neither of us is a doctor (or an epidemiologist!), but the American Hospital Association is just crawling with those types of folk. When they had an expert on a few weeks ago to give a best guess epidemiology for the U.S. in the next little while, they got this:¹

      96,000,000 infections

      4,800,000 hospitalizations

      1,900,000 ICU admissions

      480,000 deaths

      What is hard to grasp, though, even from Big Scary Numbers like that, is what it means in lived experience. Yesterday a doctor from Bergamo, Italy, wrote about how things have changed for his city over the last week. It’s harrowing. And it leaves no ambiguity about the lived experience.²

      Scary things that we can’t control are the worst scary things. The anxiety they cause can feed on itself. And it’s always fair to ask ourselves if we’re getting too worked up about it. We don’t have answers for you there. We’re onside with Jürgen Klopp when he says we should listen to the smart minds close to the problem.³ But when we look around at the smartest minds in the room, closest to the problem, they sure do seem unanimous. Some bad stuff is coming.

      And so we’ve been thinking a lot about flattening the curve.⁴

      Since The Economist published the phrase flatten the curve three weeks ago, it’s been the best advice we’ve found for bosses who ask us what they should be doing. We can’t cure the virus (we’re not doctors! or microbiologists!), but we can control how quickly it spreads. That matters, because every system has a breaking point, and we should want our health care systems to stay on the happy side of it. As bosses, there isn’t much we can do to shrink the curve. But there is a lot we can do to flatten it.

      Some of this is easy, like making sure your office has soap and sanitizer available. Suspending family-style lunches is probably smart, too. We recommend cancelling the apple-bobbing contest altogether. Anything you can do to minimize obvious opportunities for spread will flatten the curve.

      Some of this is harder. Telling people to work from home when they’re sick is great, but please think carefully about what support they need. Some of your people may feel like they ought to stay home, but if they’re hourly and that means lost wages, you put them in a difficult situation. If leadership tells them to work from home but their own boss penalizes them for it or pressures them to stay, you’re not going to succeed in flattening the curve.

      There are people doing this right. Microsoft does not have a great history of treating their employees well, particularly women, but their leadership on this point is worth following.⁵ Klick Health has made their phased coronavirus response guide public,⁶ and it’s a good template if you need one. The later phases of their guide include some scary questions. What happens if schools close? What happens when an employee is infected? However unwelcome those thoughts are, we would so much rather you think about them now than wait to react in the moment when they happen.

      Some curve flattening is going to be pretty painful. We run events. And you may have noticed that event people are having a hard time. In the days leading up to Betterboss, we were keeping very close tabs on public health recommendations. We wanted to know whether we would have to cancel. We didn’t, thankfully, but had we been a month further into this, we think we might have. That kind of cancellation would hit us hard. And every day we’re seeing another SXSW, GDC, or Mobile World Congress announce a cancellation that hits their communities just as hard or harder.

      As bosses, you’re going to get a lot of questions from your people. Resist the urge to pretend it will all be fine. Even if you believe that, they don’t. Resist the urge to play therapist, too. Now’s not a time for bluffing — it’s a time for getting the right supports in place.

      We talk with bosses a lot about what a privilege it is to do this work. Sometimes they look at us funny. Amidst the vacation approvals and work assignments and promotion battles, it doesn’t feel that way to them. But in moments like this, you have budget. You have influence over workload. You are invited to the management meetings. You have the ability to exercise discretion. You have privilege and sway and impact that your people don’t. It’s time to use it.

      · 2 ·

      What Do

      I Tell

      My Team?

      We just laid off half the company. And I want to say that will be the end of it. But I . . .

      "We have runway. Well, at least we had runway. But that was only as long as we had customers. And we did until . . ."

      My team keeps calling me. For meetings, but also for random stuff. Just to get on the phone. They need me to lead. But I don’t know where we’re going. Hell, I don’t even know the situation for my own family. What am I supposed to tell them?

      · · ·

      We’ve been talking to bosses again. It’s our thing that we do. And before all of this, it was our thing that we did all day every day. And we loved every fucking minute of it. How strange these last few weeks have felt — logging on after the kids have gone to bed, talking to Brady Bunch heads of bosses, spread out across time zones.

      All wondering, What do I tell my team? And tucked in it, another question: What should someone be telling me? ’Cause no one is, and I’m not comfortable winging something this big. I am way out of my depth.

      First, don’t bluff.

      We start there. It’s a thing we actually tell bosses all the time, not just during crises. But the rest of the time they nod. Like, of course I won’t bluff. Who would? Why would they? But they all do. And the reason is simple.

      As a boss you bluff when you think you ought to know. You bluff because your people are asking you for an answer. And if you don’t have the answer, what does that say about your ability to lead? You felt like an imposter when they handed you the new business card in the first place. And isn’t there that whole thing about everyone just making it up as they go along anyway?

      We say don’t bluff, because when you bluff people get hurt. The biggest fuck-ups are the ones where a leader’s bluff gets called. And it will get called. We said it on last week’s call with the bosses. People want certainty. And you can’t give them that and they sort of already know it. But the thing they absolutely cannot handle right now is fuckery.

      So don’t bluff. That means saying what you know and being honest about the parts you don’t. You may not know if people’s jobs are safe, not even when there’s a lot of pressure to tell them they’ll be fine.

      Second, figure out what you do know.

      The stuff you knew last month might not be real anymore. What is our real runway now? What

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