Category Archives: Startups

No, Everyone in Management Is Not a Programmer

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Just over a couple weeks ago on New Year’s Day, Techcrunch ran an article entitled “Everyone in Management Is a Programmer.”

Though I’m sure that the author, Adam Evans (co-founder and CTO of RelateIQ), had only the best intentions in trying to show programmers that any of them could cultivate the skills necessary to be effective managers, I think the way he’s attempting to go about illustrating his point is limiting when examined within the greater context of tech and business.

In targeting programmers and/or coders in the title of his article, Evans, whether he means to or not, excludes from his discussion those of us who might not have the technical abilities of programmers. While I agree with Evans’ attempt to encourage tech-savvy people to step out of their comfort zones and become successful managerial material, I disagree with his implied suggestion that one must have technical prowess to become a successful manager, and by extension, a founder, CEO, or any other executive within the tech field. The concept leaves out a whole slew of professionals within the tech space who do not consider themselves coders, but who still bring to the table skills that are just as important as programming knowledge.

I certainly understand Evans’ thought process and commend it: those who identify as programmers can certainly cultivate the skills to become effective managers and break out of their comfortable and familiar role as “the tech person.” But I think the ability to better oneself comes from drive and dedication derived from one’s inner character, not from the specific function which one performs at any particular time, whether it be coding or something else. While laudably encouraging programmers and coders to step outside of their comfort zone and become managers, Evans goes to the opposite extreme by suggesting that only programmers and coders can aspire to managerial positions.

It is teamwork that builds great companies. Great managers are those members of the team who lead others, who motivate the other team members and drive the enterprise forward. Yes, programmers and coders are important players on the team, but they are not the only players. Those involved in marketing, finance, public relations, design and layout, legal, and public speaking are also members of the team, and with the requisite leadership skills may realistically aspire to become great managers as well.

Perhaps one of the best recent examples of how the “coding persona” need not be the only one in a company’s top tiers is Ruben Harris’s article “Breaking Into Startups” which was posted a few days ago. The article received a lot of attention (and rightly so, in my opinion) as it describes Harris’s transition from a finance/banking background in Atlanta to a position at a tech startup in Silicon Valley. At this point, I’ve read Harris’s piece a few times already—it’s well-written and insightful, encouraging without becoming preachy. (Truly the mark of a great writer is when the reader of the piece feels as if the piece were written specifically for them). I think my personal most significant takeaway from the article is how Harris demonstrates that it was his desire and networking prowess (and the financial/marketing knowledge he knew he could bring to the table) that led to his successful introductions and subsequent job opportunities.

Evans’ thesis is flawed for a second reason; the belief that people can be programmed the same way as a computer code is flatly false. Concerning this thought process, firstly, no, they can’t—people are not computers precisely because they can be unpredictable and do not work within the same dynamics as a programmable machine and/or line of code. It is this unpredictability and ability for non-linear thinking that creates the very pool from which innovation and unique thoughts spring. To assume that this can be contained, measured, predicted, programmed—well it’s about as predictable as Ian Malcolm’s chaos theory-dinosaur point in Jurassic Park. [1]

Secondly, to attempt to “program” a person (whether that person is your customer, VC investor, employee, team member, etc.) does not reflect well on one as either a manager or a person. Rather than a productive quality, it more than likely comes across to other people as a need to resort to forms of manipulation in order to move one’s business ahead—not a realization I would want to have if I was an investor, employee, potential partner, etc.

Evans’ article takes a good step by encouraging programmers and coders to move into managerial positions. His appeal to coders I think carries with it a deep respect for those whose work he understands first-hand, and whom he seeks to benefit by sharing his own experience and knowledge. However, not everyone in management is a programmer, and people cannot be “programmed.” Successful managers—whether or not they are programmers—are those who find ways to motivate their peers (employees, teams, investors, customers, etc.) that come across as win-win situations, not as attempts at “programming” and predicting their actions in the future.

My respect to Evans for attempting to help his fellow programmers move out from their comfortable places behind the keyboard to take more active, managerial roles in their companies. I think his intentions will serve his team and company well. But I caution against alienating those who are not coders. Rule number one of any business: never seek to speak to one portion of your customers at the expense of alienating another. Those of us who are not coders are still here, and we are still integral in the equation. We build the same kinds of companies and assume the same levels of leadership; we just do it differently.

 

Thanks to Dad for reading early drafts of this essay.

 

Notes:

[1] Dr. Ian Malcolm, the mathematician character in Michael Crichton’s novel Jurassic Park (1990), was a characteristic cynic, though no more so than when he scoffed at the idea that the park’s creator, John Hammond, thought he would be able to “control” nature. Malcolm demonstrated his cynicism mathematically through explanations of fractal design and chaos theory as they pertained to nature and the growth of life.

10 Things Startups and Local Bands Should Avoid Screwing Up On

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For those who may not know, we in the music industry are quite fond of lists. Best albums, best songs, best guitar players, etc.—we love to compile and compile. And we love to argue our points a thousand times over, and then a few more thousand times after that. It makes for good dialogue.

One of the more popular lists to compile now, though, has a bit more meaning behind it (in my opinion) than the writer simply touting his or her new favorite picks for the week. Lately, the list of annoying things that (local) bands do has been getting longer and longer, and they’re becoming more prevalent within the community. A good (though albeit too lengthy) example is the one that MetalSucks compiled back in 2008 which I’ve seen making its rounds again in the new year.

As I read through it again, however, it occurs to me that many of the points that are being made might very well apply to startups within the tech sphere as well (or any other industry for that matter). Malicious intentions not withstanding, numerous points jump out at me as translatable in an almost eery way. Thus I will take what I think are 10 of the most important points and translate them from the independent (local) music arena to that of the startup tech world. Let’s begin:

1. Bands who feel a need to bang on their drums and guitars in an annoying display of a lack of talent before the doors to the club have even opened = Startups that feel a need to tell you they will have the next big thing before they have written a line of code or made any effort to set up a structural base for a company. You’re not fooling anyone, and just come off as delusional and annoying until you have an actual product to play/build/sell. (The term “stealth mode” comes to mind).

2. Bands who have more roadies than actual band members = Startups that have more employees/cofounders than are actually needed to get the job done and run a company efficiently. You’re only hurting yourself in the end and people actually look at those extra cooks in the kitchen as a detriment too early on. 

3. Bands who arrive at the club and state that they’ve talked to “someone” about a paying gig, but when asked who, can’t remember the person, all the while insisting that it was “just someone who worked at the club” = Startups who try to “network” by insisting they have a mutual contact and that the person has totally introduced you once before. Again, you’re not fooling anyone, and in fact are coming off as scheming and dishonest. Take the time to build the relationships you want to cultivate rather than trying to take the shortcut to your end goal. 

4. Bands whose draw is so bad that even their guests don’t show up = Startups who have absolutely no feedback at all because not even their friends want to use and try out their product. If you can’t at least sell your music or product to your friends, you have a major problem. 

5. Bands who have no guests because they have no friends = Startups who have no users or support because they too have no friends. This one is arguably an extension of #4. Takeaway: have a product that’s at least good enough for your friends to want to use it. (Double takeaway: don’t be a tool; have friends who want to champion you). 

6. Bands who show up wearing “All Access” laminates at a club where “all access” means just about nothing since it’s just a stage and soundboard area = Startups who wear what they think they’re supposed to (maybe hoodies and quirky shoes) and act they way they think they’re supposed to (take this to mean whatever you will) in order to be “real” founders. Posing isn’t just an insult in the punk vein of the music industry; poseurs are everywhere and they are most easily identified as the people who seem really deep until you start interacting with them. Then you realize that they sing the song and dance the dance, but that’s about it. You don’t want to have this reputation as a band, and you certainly don’t when you’re a startup looking to break out amongst the competition. 

7. Bands who market themselves as “We’re ________, but with a mix of ________ and a hint of _________’s vocal/guitar sound” (Example: We’re just like Nirvana, but with some Green Day-style vocals and killer Van Halen guitar licks) = Startups who market themselves as “We’re _________, but for ________” (Example: We’re like Netflix/Uber/Facebook, but for candy/socks/refrigerators). No you’re not, and you’re cheapening both these companies and yourselves by suggesting so. If you have a similar business model, say that, but don’t speak in all analogies (especially since you want to distinguish yourself anyway). 

8. Bands who can’t play longer than a 10-minute set = Startups who have no idea how to last longer than a few months (i.e. have not thought about any structure or organization of the company beyond the writing of the code). This tells investors, customers, and your peers that you’re not capable of sitting down with a pad and pen and planning out how to take your idea from: an idea => a working prototype => a viable, long-term business. This is a particularly essential thing to figure out before you take any financing (think of it as having more than 3 songs before you get up on that stage).

9. Bands who don’t even have enough respect for their fans and musical peers to stick around for the whole show after their set is finished = Startups who don’t even have enough respect for their peers to reciprocate feedback when they receive it. Seriously, this is both a stupid and jerk move. Firstly, it earns you a poor reputation as someone who won’t reciprocate the good will shown to you because one of your peers may end up “competing” with you sometime in the future. Secondly, it’s stupid because you lose out on anything you might have learned from the experience to make your own startup a better company. 

10. Bands who grow supermassive egos and forget their fans and musical peers when they get a little taste of success = Startups who grow supermassive egos when they taste a little success and seem to forget their early supporters. Regarding bands/artists, yes this does happen (I’ve experienced it myself) and no, it doesn’t end well. Don’t forget the people who came out to your show before anyone knew you, or the other bands who took you on tour when you were nobody. Regarding startups, it may happen a little less often (in particular ways), but I can’t imagine it doesn’t happen at all (again, I’ve experienced it myself). Don’t forget your early supporters and believers, and certainly don’t ever forget your core customer-base. When the smoke clears, they’re most likely the only people who will stand by you (unless you’re very lucky).   

These are just a few points that occurred to me to have crossover appeal and application. Certainly more exist, though I think these are the some of the most obvious. In many ways being in a startup is like being in a new local band (who would’ve thought?)—we should all strive to avoid these pitfalls. Otherwise, we’re just that crappy local band that everyone wishes would just finish their set and get off the stage.