I had the opportunity to interview Mark Sorenson of KarmaKey for BYU’s morning market call program. We talked about KarmaKey’s recent experience at the Launch conference and Mark’s views on the startup environment in Utah.
I was interviewed the other day about cloud computing by Joel Tobey at Morning Market Call. This is a daily 5 minute program put on by the Marriott school of Management at BYU. Well the results are available below and although I was quite nervous I think it turned out OK.
As I was reading up on the Chainstore Paradox I came across an interesting point on the economy of decision effort which classified decision making effort into 3 levels
At the Routine level decision making is requires little effort as decisions are typically arrived at by default in this situation. At the Imagination level the decision making requires more effort and the ability to see oneself in the opponents position, it is here that the majority of decision making in business is made due to the additional costs of moving to the next level of decision making, Reasoning. Interestingly moving from the imagination level to the reasoning level may not yield better results, especially if the computational complexity introduced is prone to error or bias.
Determining at what level to make a decision is a real skill. I have read a couple of contrasting books on this subject, Blink by Malcolm Gladwell and Think by Michael LeGault. It is the decision, whether to approach a decision with the intuitive thinking promoted by Gladwell or the critical thinking promoted by LeGault, that is of interest to me. In the end I guess it comes down to situational factors, what is the timeframe for the decision, the relative costs, and ability to change a decision when more information is known.
“If you believe that pleasant interviewing skills, a good handshake or the right outfit are a better predictor of future performance than what the person has actually shipped in the past, I think it’s worth pointing out that you’re nuts.” – Seth Godin
Well interview season is coming up for me as I look for an internship this summer. One thing I’ve learnt from my HR class last semester was that behavioral interviews were one of the most accurate way of assessing future performance. So I’ve been busy practicing to be a good interviewee, it’s a different mindset than I had approaching it from the other side of the table as a hiring manager!
When I was younger I was given some advice about running a business, if someone became indispensable then you should fire them. At the time I thought this sounded counter-intuitive and didn’t understand why someone would advocate such a tactic, it didn’t make sense to me, surely you would want to get the most value from your employees for your business? After reading Seth’s book, Linchpin, I recognized the risk reducing tactic in the stories that are shared of how people fear standing out and avoid risk.
Seth’s book is an interesting read, I’ve read several books that focus on the “tactics” of success but Linchpin is one that explains why we so often fail to implement the great tactics we learn. The book covers a lot of ground but is a really engaging read. Becoming a linchpin carries it’s own risk but for me risk and reward are intertwined, if we aren’t willing to take risks in our life then we become part of the middle ground, unable to make a substantive difference in the world around us. It’s an interesting book with some great insights and interesting stories.