The hard thing about realizing it’s a hard thing

If you haven’t already picked up Ben Horowitz’s book The Hard Thing About Hard Things, you should. When I started to read Ben’s book, I thought that I already knew many of the things he would share, and that the payoff of reading the book would be learning about his particular struggle and viewpoint on startups. I was wrong. Full stop. Reading this book made me realize that when you’re working on a hard thing there are no easy answers and that you have to do everything you can to solve them. I knew these problems are hard – I’ve worked in startups before – but this realization was different.

Doing everything to solve a problem also means you don’t have the ability to solve every problem all of the time. You don’t have the ability to spend all of your time at work. And you don’t have all of your time available to be with your family. And you certainly don’t have time to be alone in your head not thinking about the problem. What you do have is the ability to work on the most important thing possible and to keep asking yourself at different points in the day, “Am I working on what’s most important?” Ben’s point is that you have to be brutally honest with yourself to know what’s important.

The meaning of important will change throughout the hour, day, week, and month. And the insight I gained from Ben’s book is that the most important thing isn’t always evident – it’s a combination of what you feel in your gut and the data that you gather – and you need to try very hard to stay true to that instinct. You won’t always be right, and it’s in fact guaranteed that you will make some mistakes. So what should you do when you realize you’re working on something hard?

You need to keep your body and brain going. That means that you need to eat right, get at least some exercise, and figure out when you can get sleep. When you’re working on a hard problem you often need to put in extra hours. If you put in extra hours every night you’ll run out of gas before you solve the problem. I’m not sure what works for you, but it helps me if those aren’t consecutive late nights. And family time? Yes, that’s important too. Turn off your phone. Turn off your laptop. Try your darndest to make some of your time real family time (no, not multitasking time, but actual family time.)

There are only so many hours in a day. If you want to spend your time solving hard problems, you will have to give up some of those hours to solve the problems. Make the hours you spend count. You’ll only know how hard the the problem was when you look back and see how high you climbed.

Fight Decision Fatigue by Limiting Choices

Lots of choices.
Lots of choices.

You’ve seen it, probably several times today. It’s the opportunity to take in more information and wait before deciding. It could be simple, like “what should I have for lunch?” Or it could be more complicated, like “Where should I live, given all the factors that I know.” Research suggests that decision fatigue is real, and that if you limit the choices for a decision, you’ll be happier. Many retailers disagree, suggesting that more choice is always better. I believe that consciously limiting your choices will help you to make decisions faster and ultimately, will help you to make better decisions.

Can I prove that limiting choices help you make better decisions? Not immediately, but consider the following. If you take the hypothesis that many decisions are equal in value (no, I’m not suggesting all decisions are equal), making these decisions faster gives you information about the result faster. And if you use an evaluation model to allow you to assess, decide, and react (what should I be doing, what are the choices, and what was the result), you’ll know pretty quickly where or not your decision was good. If the decision is higher in value (risk of making a bad decision is higher), then try to break down the big decision into a series of small decisions that will help you avoid not deciding.

Decisions will give you results. Because evaluating whether a decision is “good” is subjective, it helps to make sure that you’re not just picking blindly, or by having a model uninformed by events. Nate Silver’s new book examines both political pundits (they are not accurate very much of the time, it turns out) and groups that offer precise but inaccurate results (ratings agencies managing collateralized securities). Silver points out that the best way to make correct and precise decisions is to test your assumptions, to continue making decisions over time, and to get more data points. Also, if your decisions about big events are very different from the crowd, you might be wrong. Or you might be right only once in a while.

In my experience, lining up the available decisions and knocking them down (adopting the practices popularized by David Allen in his GTD or Getting Things Done method) helps me to make these decisions faster. By spending less time making decisions on small choices, I have more mental energy available to approach bigger questions. What do you think?

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