Steve At Work:
Reputation
Steve Jobs had the reputation of a hot-tempered manager
throughout his life.
As early as 1987, the New York Times wrote:
"by the early 80's, Mr. Jobs was widely hated at Apple. Senior management
had to endure his temper tantrums. He created resentment among employees by
turning some into stars and insulting others, often reducing them to tears. Mr.
Jobs himself would frequently cry after fights with fellow executives".
Some twenty years later, Michael Wolff's description of Jobs was
little different: "There's the mercurialness; the tantrums; the
hours-long, dictator-like speeches; the famous, desperate, and transparent
hogging of credit; and always the charismatic-leader complex […], through which
he has been able to seduce and, subsequently, abandon so many of the people
he's worked with. He may be as troubled and unsocialized (and, too, as charismatic)
a figure in American business life as anyone since Howard Hughes". Yet
Jobs was also approved by 97% of Apple employees according to the website
Glassdoor.
The goal of this page is to explore that aspect of Steve Jobs in
greater detail, and paint a broader and more accurate picture of what kind of
manager he was.
What did Steve Jobs do at Apple?
Steve Jobs was
not your typical Silicon Valley CEO. Unlike most tech companies founders, he
had neither any engineering experience nor any business training. After all, he
dropped out of college after one semester!
Few people know that Steve Jobs was never CEO of Apple in his first run there:
the
company was
run by older executives and investors, and Steve Jobs actually helped them hire
an experienced, 'well-rounded' CEO in 1983, John Sculley. However, Jobs was
kicked out of Apple by Sculley two years later and he watched him bring the
company to naught during his tenure.
The lesson he
learned from this painful experience was to trust his own beliefs and values, and
completely disregard the conventional views on how to run a company, including
the traditional duties of a CEO. He delegated those duties to members of his
executive team, most notably his second-in-command and eventual successor, Tim
Cook, and focused on what he was best at: creating products, recruiting,
marketing, and of course, being the public face of the company. He described it
in a 2004 interview: "I
get to spend my time on the forward-looking stuff. My top executives take half
the other work off my plate. They love it, and I love it."
Product design
Steve Jobs had a
very hands-on approach to product design, which was arguably the favorite part
of his job. He famously often came down to the Industrial (i.e. hardware)
Design lab to spend time with the designers team and give his opinion and
guidance on their prototypes. This was also true of every software UI designer,
who would quickly know what her über-boss thought of her work. In fact, product
review sessions took up most of Steve Jobs's workday.
Jobs's
reputation as a tech visionary originates not only from the reliable stream of
breakthrough products that have come out of Apple in the last decade, but also
from an observation from his closest colleagues. They recount countless times
when he took a decision out of the blue, without any rationale, which turned
out to be true. Ex-Apple employee Frederick Van Johnson explained it in the book Inside Apple:
"Because he has that insight. You know, he's Steve. And you're like, how
did [he] even know that? [He's] absolutely right. And it's not even blowing
smoke. Normally, he has some sort of weird insight where he just knows."
Even Bill Gates acknowledged how impressed he was by that instinctual grasp of technology
that Steve Jobs seemed to have.
Jobs himself
also knew he was often right and made himself Apple's ultimate end user. He
often used Henry Ford's quote on people wanting a faster horse to justify
Apple's very scarce use of focus groups — but the truth was that he, the CEO,
was the company's focus group. He tested thoroughly new products and came back
with imperative feedback for the development team. If you've ever wondered why
some Apple products, such as the Numbers spreadsheet program or the Xserve, seemed
to stall in development, it's because Steve wasn't interested in them. This is
actually a complaint that some Apple engineers have formulated over the years.
Steve had his executive team focus intensely on 3 to 4 projects over a period
of time — and if your project was outside their realm, you were out of luck.
Apple's public image
Steve Jobs had a
unique talent for marketing in general, and advertising in particular. Just
like his ability to anticipate the consumer's needs and wants, he could guess which
marketing messages would work, and which wouldn't. He acknowledged this talent
early on, as exemplified by the famous '1984' Macintosh ad that he insisted
Apple did despite the board members rising their eyebrows: that commercial is
now routinely called the best of the 20th century.
On his second
tenure at Apple, Jobs would hold weekly meeting with his top marketing people,
and the heads of TBWA's small division which only handles the Apple account,
TBWA\MAL. Says Lee Clow, the chairman of MAL and longtime friend of Steve Jobs:
"There's not a CEO on the planet who deals with marketing the way Steve
does. Every Wednesday he approves each new commercial, print ad, and
billboard." This is how obsessed with Apple's image he was.
But it did not
end with the ads and the marketing copies. Jobs also often called journalists
to give his opinion on their articles on Apple, usually to complain about bad
reviews or even the slightest criticism. Calling people up was actually very
Jobsian, and he would also phone artists personally to get them to play at
Apple events or in commercials, as well as competitors or prospective hires.
Recruiting
Hiring was
actually one of his most important roles at Apple. He explained his philosophy
in the 1980s already: "A players hire A players," he told the Mac
team. "B players hire C players. Do you get it?" He kept this
philosophy that his job was to find the best possible people, to have them hire
excellent people too, throughout his life "My #1 job here at Apple is to
make sure that the top 100 people are A+ players. And everything else will take
care of itself. If the top 50 people are right, it just cascades down throughout
the whole organization", he told Time in 1999. He personally oversaw the
hiring of all top executives, and even some talented engineers or designers,
calling them up directly to leverage his celebrity status. Some famous examples
of this are his trying to hire (or acquire) the Panic and
the Dropbox teams.
Jobs carried
through this vision of the 'top 100' people at Apple by an annual event which
he called the 'Top 100 retreat'. He took with them the Apple employees he felt
were the smartest — not always the highest-ranked, mind you — and they all
left to an undisclosed location where he would present them his strategy for
the coming year and the long term, and try to have their feedback on it. The
Top 100 created something of a caste at Apple: there were the 'Top 100' — the
chosen ones that Steve would take with him in the proverbial life raft if he
were to start Apple over again — and there were the others.
The best spokesman in the world
Steve Jobs
became famous also because of his magnetic charisma and incredible showmanship,
which he demonstrated at every Apple event. Although they seemed unrehearsed,
these events were rehearsed and rehearsed several times over, and preparing for
them was a huge part of Jobs's job — as well as many people at Apple. See Steve
on Stage for more details.
A million other things
Steve Jobs was
often called the ultimate micro-manager. Indeed, in addition to the big roles
described above, he also got involved with all parts of Apple — and no detail
was too small not to matter to him. Here are three examples:
·
he personally picked the caterer for Apple's cafeteria, Il
Fornia, calling his predecessor's menus 'dogfood'. Later, he made sure that the
sushi bar offered "sashimi soba", an original creation of his
·
he once called Google executive Vic Gundotra on a Sunday morning
to change the yellow gradient in the 10-pixel Google logo on the iPhone Map app
·
he personally picked the Italian marble to be used in the NY
SoHo Store, and insisted that a sample was sent to Cupertino, so he could
inspect the veining in the stone
Apple employees
have hundreds do examples of such dedication (some call it 'pain in the butt').
What did Steve Jobs do at Pixar?
Steve Jobs was
Pixar's main investor for exactly twenty years, minus one week: he incorporated
it on Feb 6, 1986, and sold it to Disney on Jan 24, 2006. However, his
involvement with the company varied greatly throughout his life. Until 1993, he
was mostly involved with NeXT, as an early employee recalled on Quora: "Steve was
never involved in the day-to-day at Pixar […]. There were large stretches of
time, even in Richmond, where we never saw him around. (Someone spotted him up
there one day driving around, trying to remember where our driveway entrance
was.) NeXT and, later, Apple, kept him pretty
busy."
His most hands-on period with Pixar was between 1995 and 1997, between the
finishing touches on Toy Story and his comeback at Apple.
In 1997, he told Time "There's not a day that goes by
that I don't do stuff for Pixar, even if I'm not physically there. And there's
not a day that I'm at Pixar that I don't do stuff for Apple", which sums
up his involvement with the animation studio quite well. He was mostly involved
in major business decisions, such as the negotiation of deals with Disney or
the building of the Emeryville campus (although he became obsessed with that
campus when it was built in 1999-2000). "The Holy Grail for Pixar is
releasing one product—a movie-a-year, and as CEO I might make three really
critical decisions a year, and they are very hard to change", said Jobs in 2003.
Strive for perfection
The word
'perfectionist' has become a cliché in the corporate world — but it is not a
buzz word for Steve Jobs, who genuinely obsessed over the smallest details.
Most employees working on Apple products would sooner or later be exposed to
his feedback, either directly or through their boss after a Monday executive
meeting, and this feedback would usually come in one of these three formats:
"it's great", "it's not bad, but change this, this, and
that" or, usually (especially for the first time) "it sucks",
"it's shit", "this is a D" or some other qualifier along
those lines.
This attitude
was often heralded as proof that Steve Jobs was a 'jerk'. Yet how come Apple
employees are so loyal, and the company so efficient, with a jerk at the top?
Most colleagues of Jobs described him as 'brutally honest' and never willing to
settle for anything than the absolute best. In other words, nothing was ever
"good enough" — it had to be perfect. Even with Steve Jobs
interacting with about a hundred employees, this attitude rippled through the
whole company — also by fear. An ex-Apple employee writes:
"when Steve was pissed off about something, it got fixed at a pace I've
never seen then or since in my professional life. I guess some people reacted
that fast out of fear, but more directly, you would get used to refusing to
accept anything but flawless execution."
Indeed, most
employees felt as if Steve Jobs was always behind them, watching their work and
making sure it was up to Apple's standards: "You might go awhile without
seeing him. But you are constantly aware of his presence. You are constantly aware
that what you're doing will either please or displease him. I mean, he might
not know who you are. But there's no question that he knows what you do. And
what you're doing. And whether he likes it or not"said an Apple employee.
Another said in Inside Apple: "You
can ask anyone in the company what Steve wants and you'll get an answer, even
if 90 percent of them have never met Steve."
Employees
working on product development at Apple were used to other demands of Steve that
few companies are familiar with. This included his obsession to saying no more
often than yes when it came to a product design or features i.e. the absolute
necessity to focus. They were also ready to start over a product from scratch
when Jobs and the ET felt they were on the wrong track: this happened in 2006
with the original iPhone. And even executives accepted that their teams compete
if the end goal, the product, was going to benefit. For example, Scott
Forstall's OS X team and Tony Fadell's iPod team both used their best people to
develop an operating system for iPhone, because Jobs hesitated which one to
pick. Eventually, iPhone used OS X, and the iPod people had worked for months
for no concrete outcome. But the end choice was the best, and such willingness
to sacrifice time and money for a better product was natural at Apple under
Jobs.
Steve Jobs's real management style
A common refrain heard when talking about Steve Jobs's
management style is that Apple employees are so scared of him than they avoid
getting into the elevator with him because they worry to lose their job during
the trip. It is likely this must have happened once, probably in 1997 when
Steve Jobs was asking every employee to defend their job's contribution to the
company, but it certainly wasn't commonplace.
It is true, however, that Jobs was hot tempered, could easily
start shouting at his employees and calling their work shit, and reduce them to
tears. But he was not just cruel and brutal: he could also be a total charmer
and make his colleagues feel like geniuses (this is how he hired most of them
actually). While at NeXT, his employees dubbed this swift change of attitude
"Steve's hero/shithead roller-coaster", a nice metaphor for the
binary view with which Jobs described the world, and how he treated his fellow
staff. People often wondered why he felt necessary to resort to derogatory
remarks and mean insults when he was disappointed with someone's (hard) work.
His biographer Walter Isaacson asked him, to which he replied "that's just
who I am". He was indeed very self aware of his attitude — he called
Fortune's editor to complain about a piece about him, only to say "Wait a
minute, you've discovered that I'm an asshole?
Most people who worked closely with Steve have a theory on why
he acted this way: it was to extract the best of them, make them do the best
work they could. And in fact, most agreed they achieved feats they did not
think they were capable of under his pressure. The psychological mechanism at
work was that once you had been praised by Steve, then insulted, you would work
twice harder to earn back his favors. As early as the 1980s, the Mac team
members all agreed that without Steve's strong will, there probably wouldn't
have been a Mac. More recently, Apple employee Mike Evangelist wrote: "I was incredibly grateful for the apparently harsh
treatment Steve had dished out the first time. He forced me to work harder, and
in the end I did a much better job than I would have otherwise. I believe it is
one of the most important aspects of Steve Jobs's impact on Apple: he has
little or no patience for anything but excellence from himself or others."
In his dealings with the executive team, though, he seemed more
open to arguments — heated arguments, but arguments nonetheless. In fact, he loved
to argue, and one of the defining characteristics of his famed 'reality
distortion field' was, according to Andy
Herzfeld, Steve's habit of
"throw[ing] you off balance by suddenly adopting your position as his own,
without acknowledging that he ever thought differently". He wanted to
explore every facet of an argument before making his mind. Such arguments were
no fun and games, however: if you stood up against him, you'd better come
prepared to defend your stance, because he would not suffer a fool. Mike
Evangelist called it his
"logical flaw detector, his uncanny ability to see thru any BS and to
instantly zero in on the weak point(s) of any argument. […] He grasps the
salient points of any situation faster than anyone I've met, and if you can't
keep up that's not his problem.
."..
Sources: www.allaboutstevejobs.com
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Sources: www.allaboutstevejobs.com
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