Jetblue and Trust

I’m prone to brand loyalty and I’m pretty loyal to JetBlue Airlines.

I flew with them during their scheduling crisis. I was lucky and my flight was not delayed or canceled. Having flown during that window, I just received an e-mail from JetBlue apologizing but more importantly laying out a specific commitment to their customers for how they will deal with service interruptions in the future. This includes a customer bill of rights with specific remedies.

A good way to prove you are worthy of trust is to respond with real change when you’ve disappointed those who trust you. I’m curious to see how this plays out for JetBlue.

Product Owner Change – Stop the Line!

What do you do when the fundamental assumptions behind a software project change mid-stream?

My experience before adopting agile practices was people often plugged away at the original plan drifting farther and farther off course.

I’ve been on projects that failed simply because no one had an honest conversation about who had authority to drive changes. How many of us have built something only to have the launch postponed because a senior executive got their first look and over-ruled their under-powered product manager? How many of us have had a project declared failure as a result? How many have seen work shelved? Me. Me. Me.

I’ve found Scrum does a great job of surfacing these issues and forcing the team to deal with them. Product owner is being over-ruled? Sprint integrity not being honored because interruptions and changes? Believe me, a performing scrum team will raise the alarm as quickly as this occurs and force a conversation about who is the product owner and what are the criteria for success.

One possible result? “Stop the line” interrupting the current sprint. Meet with the relevant managers and make the person setting feature priorities accountable for the backlog and the business outcome of the project. Plan a new sprint and re-commence work. The cost of mid-sprint changes is made explicit and responsibility is aligned with authority.

This can benefit everyone. First, the hidden product owner now has the regular feedback and control that reduces the urge for mid-sprint intervention. Second, the team knows who to rally around and why. Third, difficult conversations about what is driving changes and what defines success for the project happen earlier rather than later.

I’m not saying that these changes ensure success. Honestly, a project with mushy business ownership and vision is troubled. What I am saying is that with frequent inspections and a culture of honesty these seeds of failure become very clear to everyone much earlier.

I’ve found that once a team becomes used to satisfying the customer with early and continuous delivery of valuable software. They fight like hell rather than get caught in a familiar pattern of failure.

Love of Craft

My wife is a trained Ringling Brothers Clown College Clown.

Clowning is a difficult profession. It doesn’t receive much respect. It’s hard work. Physical comedy can easily wreck your health as quickly as it drives you broke. Material success means getting to work.

But clowning is a craft with roots as old as performance itself. True practitioners bring great discipline and joy to their work. A talented clown relates to their audience with the spontaneity and innate intelligence of a child while employing a mastery of performance honed by years of training. Good clowning is surprising, stunning, human and hilarious.

However, the level of talent, skill and training vary to extremes. There is no official apprenticeship process. When people think of clowns, they’re often thinking about amateurs who’ve had very little exposure to the work of veteran performers.

It’s easy to be a frighteningly bad clown. Many amateurs paint both the top and bottom of their mouth with a broad stripe of red makeup. They turn their character’s mouth into a gaping maw large enough to devour a child’s head.

If you ever get a chance to hang out with experienced clowns you’ll find out how embarrassed they are by bad performers with horrifying makeup and costume, few skills and little respect for the history and rituals of clowning.

I’d say the difference between what I do and what my wife does is that software developers earn a lot more money and are a lot less fun to watch. Still, what I do is also a craft. To do it well requires aptitude, discipline and apprenticeship. Just as in clowning, there are common mistakes perpetrated by bad or inexperienced developers.

Similar to my wife’s clown college class mates, I feel great pride in my craft and in those who take it up with talent and integrity. I also feel frustration, disappointment and a little outrage at peers who strive for less.

Bullshit


I just read Harry G. Frankfurt’s On Bullshit.

According to Mr. Frankfurt, bullshit is different from lying or falsity. The liar is aware that something is true or false and acknowledges the value of truth by intentionally masking it.

A bullshitter shows a complete disregard for truth. Factual accuracy and shared principles are largely irrelevant. What they want you to think about them is everything. A bullshitter bullshits instead of some harder work like physical effort or disciplined thinking.

Bullshit is a greater danger to our world than lying.

It’s a good essay!

The 2007 Edelman Trust Barometer indicates world wide that technology is one of the most trusted industries and entertainment/media one of the least.

As someone whose career straddles both industries, I find those results challenging. What is the basis of our trust in the technology sector? Edelman concludes that technology is seen as forward looking, providing value and not saddled with things like environmental concerns. Whereas media is wrapped up in celebrity.

With all the obsolete hardware, used batteries, unecessary packaging, raw materials required for manufacture, and global transportation the tech sector drives it’s a stretch to say we don’t contribute to environmental degradation. The technology industry also contains its fare share of inflated product development claims and other anti-competitive practices as well as supply and customer service issues. However, in the cliche’ of evil empires there is a sense in these things that technology firms believe they are doing right or, at least, know they are doing wrong.

Perhaps consumers agree with Mr. Frankfurt. They’d rather have technologists lie to them than celebrities bullshit them?

Summer Stock

One college summer, I worked at a small theater on the Mississippi river. It was a drought year. I remember it raining once the whole time I was there. The river flowed way below its usual level and ran dirty. The corn crop was devastated.

The theater was within miles of a huge pet food rendering plant. When the humidity allowed a breeze everything smelled quite literally like death warmed over.

And then the shad flies hatched. Lumbering insects that flew just well enough for one night of frantic bashing into things and mating. The next morning, their bodies covered the ground like gravel. I crunched my way from my apartment to the theater.

All this proved an appropriate backdrop.

The theater was a paddle wheel tug cemented to the bank of the river. The repertoire had been selected by the parks department. It consisted of fifty year-old musicals which required large choruses and performers who could sing, dance and act. The theater didn’t pay well and had no reputation. So our company consisted of twelve teens and twenty-somethings. About fifty less people than the larger musicals required. As for triple threats, some of us could passably act and sing or sing and dance.

And so we shambled our way through the summer – performers versus shows. Each evening or matinee without fail the shows kicked our ass. The artistic injury alone should have knocked that tugboat loose to immediately and permanently submerge in the river mud.

And yet, matinee or evening, audiences were entertained. They laughed. They applauded. They even waited outside to thank the performers.

What does this mean? What should I take from this experience?

We must strive to be better at what we do, to do our jobs well as we see it, without concern for recognition.

Mastering craft towards a beneficial end is a noble human aspiration. It is a good in the world. Like all attempts at doing or being good we cannot expect others around us to acknowledge us for it or even to recognize the difference even if they benefit from the effort.

Thankfully, I’ve moved on in my life. I’m a manager, a software executive, and a father but like the hopelessly miscast kid that I was, I still struggle to improve.