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In a big a company, information flows very fast from top to bottom, but it hardly flows at all from bottom to top. If you're a decision-maker, use your own product, and have candid chats with low-level employees from time to time. You'll learn important things you didn't know.
High-ranking managers are usually unaware of what employees know about the reality of the product/service on the ground. And the actual experience that customers go through (the most important thing about a company!) is often completely foreign to the C-suite.
I don’t know how often I’ve been told to “dumb it down” for executive consumption. I get not taking a lot of time, but in some cases key info was excised because it was deemed “too technical”
You've been the lead developer of Keras and now you're at a top position at Google. I would like to know if you have experience dealing with changes proposed at the grassroots level which you were unaware of?
It seems like CEOs used to do this in past times. Howard Vollum, founder of Tektronix used to go down to the test floor and work with technicians debugging oscilloscope problems, for example.
Also: sometimes it does not travel fast top to down, so the disconnect is even bigger
Vas a ir
That's exactly why uncle Jake @jockowillink talks in #ExtremeOwnership about leading up the chain of command by keeping higher ups informed (so they don't worry and feel they need to micromanage)
Dog fooding your own product is a helluva thing.
Not going to work if employees don't trust to give you candid feedback. A culture of trust is incredibly hard to build and sustain, especially as a company grows and changes. It's almost non-existent in larger orgs; every interaction is couched in political, performative context.
This is true, and means you have to work at it. The challenge i encounter is that, even after listening and hearing the realities, ability to act is often curtailed. Which closes off communication because it seems like you aren’t listening. That may be the most insidious problem
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