Grant Achatz, Small Business, Worldly Impact

Life, on the Line is the remarkable story of Grant Achatz, chef/owner of Alinea in Chicago and widely acknowledged as one of the best chefs in the world. It’s a compelling play-by-play of the commitment, vision, and tenacity required to be the best. It’s also a beautiful tale of the mentorship (from Thomas Keller), partnership (with Nick Kokonas, co-owner of Alinea and coauthor of the book), and friendship (with Keller, Kokonas, and many others) that kept Achatz on track. There’s even a bad guy (Charlie Trotter).

Oh yeah, and then there’s the tongue cancer.

In 2007, barely into his 30s and shortly after reaching the pinnacle of the restaurant world, Achatz was diagnosed with Stage IV tongue cancer. The prognosis was horrible. Most people with this form of cancer lose their tongue, half their face, and part of their neck. Only 50% survive after surgery. Achatz didn’t see the point of living this way and was ready to give up. Then he got lucky and found his way into a clinical trial at Northwestern. He managed to survive, tongue and face intact, but he also lost his sense of taste for many months (a story well-documented by the New Yorker in 2008).

The book was a page-turner in so many ways, and it’s a great read for anyone into food, high-performance collaboration, design, or new media. It’s a well-told story overall, but in my current state of exploration around impact, there was one brief, throwaway line in the Epilogue that caught my attention:

Alinea is a small business run by a small group of people.

After reading all of the great things that Achatz accomplished, and knowing the broader context for his story, it was remarkable to see his restaurant described this way. I was somewhat incredulous, so I ran the numbers using hints from the book. Sixty covers a night at an average of $200 a cover, five nights a week, 51 weeks a year for the flagship Alinea (not counting his other two restaurants, book royalties, appearances, etc.) — about $3 million in annual revenue. Given the downtown Chicago real estate, the cost of sourcing countless top-quality, often obscure ingredients, and 60+ salaries, it’s a miracle that they make any money at all.

So yes, it seems quite accurate to call Alinea a small business. Somehow, I found this comforting and inspiring. I want to live comfortably and joyfully, and I want to make an impact. I think it’s easy to get into the mindset that you have to create some sort of global, financial monolith in order to achieve that kind of success, but I don’t think that’s right. I like small business. I’ve started two of them, and I’d like to be part of another one. You can do that and make an impact.

Achatz’s story offers somewhat of a playbook for doing that. (It’s not the perfect template. Work-life balance is clearly not important to him. Maybe that’s an inevitable trade-off, but I haven’t quite succumbed to that belief yet.) I think the basic formula is simple, reminiscent of Steve Martin’s career advice to young comics:

Be so good they can’t ignore you.

There are lots of things that have to happen in order to scale your impact, but it starts with constantly working on your craft, constantly striving to be the very best you can be. Do that, be a good person, and all that other stuff will eventually fall into place. This book was an excellent reminder of that.

Five Lessons from my Nephew on Learning

I spent last week in Cincinnati with my sister, brother-in-law, and nephews, Elliott and Benjamin. I hadn’t seen them in a while, and I just wanted to spend some quality time with them. Despite the frigid cold, it was restful and wonderful. I spent a lot of time in particular hanging out with Elliott while I was there, sitting in on his second-grade class, watching him practice cello and hockey, and trash talking our way through a marathon game of Parcheesi.

Elliott’s a sweet, goofy, playful eight-year old, easily distracted by the world and its many pleasures, but full of beautiful insights. I suppose it’s not surprising how creative and thoughtful he is, given his two musician parents, but he often astonishes me with his observations. A few years ago, I was reading him a bedtime story about a tree dying in the forest (why are children’s books so depressing?!). Midway through, he suddenly stopped me, and asked me to repeat a line. “That’s so beautiful,” he said after listening to the line again. And it was! But I wouldn’t have expected someone his age to pick up on that. Heck, I hadn’t picked up on it.

Elliott’s in the enrichment program in his class, and his teachers rave about him, but he’s not book smart in the way my sisters and I were growing up. We were Class-A nerds, perfect at spelling and math. We picked things up in the classroom easily, and we loved to read and study on our own. Elliott’s good, but not great at those things. His mind clearly works in different ways. I’ve been able to watch his learning process in a punctuated way over time, and on this trip, I saw a lot of things that both surprised me and reinforced some of my thoughts on learning and pedagogy. Here are five things I learned.

1. You can practice falling.

I grew up loving sports, and Elliott took to sports at an early age as well. I loved sharing that with him, and I bought him his first glove and basketball. But then he took an unexpected turn. He decided that hockey was his favorite sport.

I’m from L.A. I didn’t watch or play hockey growing up, even when Gretzky joined the Kings. Even though I went to school in the northeast, where they have silly events with vaguely insidious names like “Beanpot,” I never took to the sport. I didn’t know a puck from a crease.

When Elliott became a hockey nut, our relationship was suddenly reversed. Now he was the one sharing with me something that he loved, something that I knew nothing about, but that I wanted to learn because of him. My friend, Eugene, was telling me recently about a similar experience he was going through with his son, and how much he was enjoying it. It’s a special experience.

As part of my ongoing immersion, I watched my very first hockey practice last week, and I saw something that blew my mind. In hockey, you practice falling.

Elliott Falls on the Ice

How brilliant is that? We were not meant to move our bodies at breakneck speeds on hard, frictionless surfaces, especially with other bodies simultaneously trying to bodycheck us off the ice. Even the most skilled skater is going to fall many times throughout the course of a game. And so rather than put their blind faith in the athleticism of their players, coaches teach players how to fall, and they have them practice it over and over again. It made me wonder what the equivalent of falling (not failing) was in my work, and how I could practice it more intentionally.

2. Improvement can take time to see.

My brother-in-law is a cellist, and Elliott started taking cello lessons when he was three. Both my sister and brother-in-law are steeped in the Suzuki method, which emphasizes learning by listening, playing in groups, and space. (More on space below.)

Elliott has always had a natural sense of rhythm and an affinity to music, but I’m not sure he’s passionate about cello. Maybe that will come over time. I know for certain that he doesn’t like to practice it, which makes him like just about every other little boy in the world.

Elliott at Orchestra Practice Elliott and Ms. Nadine

Nevertheless, he’s been playing for five (!) years now. I’ve gotten to watch him practice every time I’ve visited. He’s not any more enthused than he was when he started, but he’s definitely better. I can see that viscerally. I doubt that he can, and I wish that he could.

Incremental improvement takes time to see. You notice it immediately when you’ve been away from it, but it’s just about impossible to see when you’re living it every day. Elliott sometimes got frustrated by his “lack of progress,” both with the cello and with hockey, but he simply wasn’t able to see the amazing amount of progress he has made.

It reminded me of my own frustrations with Groupaya last year, when I felt like we weren’t learning fast enough. When I was able to step back, look at the actual data, and take a long view, I could see how mistaken I was. Learning takes time, and progress is not always immediately visible.

3. Space matters.

Elliott’s cello teacher, Ms. Nadine, is a master of space. She knew that I would be sitting in on his lesson, and when I walked into her practice room, she already had a chair ready for me… behind Elliott, so that he couldn’t look at me during the lesson. Her room was designed to eliminate distractions so that her students could focus on two things: their instruments and their teacher.

I was similarly impressed by Elliott’s school. (More on this below.) His classroom was designed in really smart ways, redefining what most people understand “classroom-style” to mean.

Elliott's Second Grade Class

The class was split up into small groups, facing each other rather than the teacher. (His teacher later told me that she would rather divide the class into even smaller groups, but couldn’t due to space constraints.) There were folder pouches on the back of each chair, allowing the students to have whatever they needed closely on-hand, so they wouldn’t be distracted by large bags lying around all over the place. Everything on the walls and on the floor had meaning behind their placement.

As I said earlier, Elliott is easily distracted, yet it was amazing how much of an impact environment had on his ability to focus. I have long believed in the importance of this, and yet, my experience in Cincinnati has me wanting to reassess my workspace for ways that it can help me perform better.

4. We could learn a lot from existing schools.

I think there are a lot of problems with our school system. I’ve worked in education, both formally as part of my consulting practice and informally as a volunteer. Everyone has horror stories to share, many from personal experience. And yet, it always makes me cringe a little when I hear categorical rejections of our current ways of learning.

What I’ve known from my previous work and what I got to see firsthand last week is that there are a lot of good things happening in today’s schools, stuff that folks in other fields could learn a lot from. It wasn’t just the space (although the classrooms at Elliott’s school were designed more thoughtfully than most office spaces I’ve seen). It was also the teaching, the curriculum, the pedagogy, and the work practices.

I’ve spent so much of the past 10 years thinking about how groups learn, playing with different ideas and looking for models that work. One place I haven’t spent much time examining is our current school system, probably because I carry the same biases that I described above. I’m reconsidering that. I think there’s a whole lot more I could learn about learning simply by spending more time in schools, especially at the elementary level.

5. Learning should be joyful.

I’ve been doing a lot of culture change work with groups over the past few years. Something that’s come up repeatedly in different places has been the desire to reintroduce joy as a cultural goal. There is something primal and important about joy, and it’s a little bit sad how often we as adults need to be reminded (or worse, persuaded) of this.

Whenever I see both of my nephews, they give me a refresher course on this. This is their nature. They derive joy from connection, from achievement, from play, from learning, from love. It is a beautiful thing to watch and experience, and I’m lucky to have such wonderful teachers.

 

Balance, Impact, and Next Steps

Sunset over Kaimana Beach in Waikiki.

It’s a warm January evening in Honolulu. I’m sitting on my hotel lanai in my shorts and bare feet, looking out over the ocean. Here I am, two weeks into my self-imposed  “unemployment,” and life is good.

Since my announcement that I was leaving Groupaya, the company I cofounded in late 2011, lots of friends and colleagues have written to wish me well, which I have greatly appreciated. Several have asked for more details as to why I was leaving and what I was going to do next.

The main theme of my parting post was my desire for balance. But that only tells half the story. The reason I didn’t have balance in my life was that I wanted to maximize my impact in the world. I didn’t know how to live my life so that I could have both balance and impact. That’s what I want to figure out this year.

There are lots of things I love about consulting, but I don’t think it’s the route for me to maximize my impact. Otherwise, I would never have left Groupaya. My life the past few weeks is a case in point. I still have some client commitments that I’m completing as a contractor under Groupaya, and I basically have a full client load right now. I’m here in Hawaii for work, although I’m staying a little longer for pleasure.

And that’s the point. I didn’t feel like I had the space to take that time for myself last year. And even though I still have a full client load right now, I am far less stressed than I was when I was running Groupaya. For example, I like to sleep, but I averaged six hours a night all of last year, not because I didn’t have the time, but because I wasn’t able to sleep any longer. Since leaving, I’ve averaged eight hours a night.

Why was last year so stressful? Part of it was the strain of supporting a company. As a consultant, the challenge is less about revenue and more about cashflow. This is doubly the case when you have people working for you. We exceeded our revenue goals last year, but we had to deal with some gnarliness around clients paying us on time. Such is the life of a consultant. However, while we had to bring in consistent revenue to support our team, my peers also enabled us to do bigger things better, and they enabled me to focus on things I wanted to focus on. They also just made everything more fun and alive. The team more than compensated for any additional stress.

The real source of stress was completely self-imposed. Our goal was to have a greater impact on the world than consulting would enable us to have. Our strategy was to focus on building a stable consulting practice while simultaneously and aggressively learning and exploring. We were able to do both, and we were even able to protect our team from overworking themselves, but I was not able to protect me from myself.

We did a good job of maximizing our impact as consultants. We chose clients who were bold learners, we only worked on projects directly sponsored by C-level leaders, we turned down work that was not properly resourced, and we were just starting to increase the minimum lengths of our engagements. The nature of our work also helped. All of our projects were participatory, which meant that our projects generally had greater organizational alignment and buy-in.

We had plenty of room to improve, but we were also rapidly approaching our impact ceiling. I wanted to blow through that ceiling. We had ideas for how to do this, but we needed time and resources to play with these ideas on top of the time and resources we were already spending on client work.

I was motivated to do both, and we had the team to do it. But it was impossible for me to do both and find my balance, and it wasn’t going to happen this year either. When you’re motivated, it’s easy to tell yourself, “Just do it for one year.” This is a viable strategy if you’re disciplined about setting that boundary and if you’re not simply kidding yourself.

I wasn’t. That’s why I had to leave.

So how am I going to have both balance and impact? I can think of two possible directions. The first is to get out of the meta and apply my skills toward something more concrete. In other words, focus on a vertical (e.g. children’s health) rather than a horizontal (i.e. collaboration). I have no idea what that vertical might be, but I’m open to this possibility, whether it takes the form of my own company or somebody else’s.

The second is to continue playing with some of the ideas we started exploring last year, except without the burden of having to find and deliver consulting work simultaneously. More specifically, I’d like to find ways to develop the field, giving motivated changemakers real opportunities to practice and improve with guidance and feedback.

For example, my friend and colleague, Rebecca Petzel, was already talented and experienced when we first started working with her two years ago. Thanks to our strong brand, we were able to create opportunities for her that she wouldn’t have gotten on her own. Rebecca took those opportunities and ran with them, going from very good to great in just two years. She would have gotten there without us, but we were able to accelerate that process. Plus, we got the better end of the bargain, because she was a delight to work with, and we learned a ton from her.

What if I could create those same opportunities over the same amount of time for 100 people like Rebecca, talented changemakers building their own practices or embedded in other people’s organizations?

This is the question I’m currently pondering. While I do that, I’m going to finish up my client obligations, create lots of space for myself, and play and explore. To help me with this process, I’m going to go from sunny Hawaii to frigid Cincinnati next week to consult with some experts on play. I can’t wait!

Aaron Swartz

In July 2001, Doug Engelbart was invited to speak at the International Semantic Web Working Symposium at Stanford. Doug knew very little about the Semantic Web, so he asked me to come along and act as his translator.

When we arrived that day, the registration line was already out the door. As we stood and waited, we saw Ted Nelson, who came over to say hello. No one paid any attention to these computing legends, which wasn’t a surprise, because no one knew who they were. The field evolves at lightning speed, and we easily forget its pioneers. Even if people knew who they were, they wouldn’t have necessarily known what they looked like.

So when a short, pudgy kid walked by, stopped in his tracks, and started hyperventilating like a girl at a Bieber concert, I took notice. After a few moments, he approached and stuttered, “Are you Doug Engelbart?”

Doug smiled, not because he was recognized, but because he is one of the kindest, most gracious person you will ever meet. “Yes, I am,” he nodded.

The young man then turned to Ted. “Are you Ted Nelson?” he asked.

“Yes, I am,” said Ted. Ted is a showman whose public persona is that of an acerbic, yet charming agitator, but at his core, he too is 100% gentleman.

“Oh my god,” the boy breathed. “I can’t believe it! Oh my god.”

“Who are you?” asked Doug.

“My name is Aaron,” he responded.

They began to talk, this shy, 14-year old, who couldn’t believe what was happening, and these two, gentle computing legends, delighted and charmed by his youthful glee. I asked him what he was doing there. “I’m on the RDF Technical Committee,” he explained. I nodded. That wasn’t a surprise to me. The tech world is largely meritocratic and littered with brilliant teenagers making real contributions. It was far more surprising that he recognized and was in awe of Doug and Ted.

Aaron asked if he could take a picture of those two.

“No,” I interjected, before Doug or Ted could say a word. “You have to be in the picture.” Aaron handed me his camera, and I snapped this shot:

Ted Nelson, Aaron Swartz, and Doug Engelbart

I crossed paths with Aaron Swartz several times over the years, and like many, I tracked his work on the web. In person, he was painfully shy, even sullen, a sharp contrast to his incisive, aggressive online persona. The first few times I saw him, I went out of my way to say hello and ask how he was doing. I was always more interested in hearing about him than I was about his current projects. I think he found that weird and uncomfortable, probably rightfully so. After a while, whenever I ran across him, I simply nodded hello and went about my business.

In tech, everybody knows everybody, and we had lots of friends and interests in common — hacking, the Web, free culture, Wikipedia. And of course, we both idolized Doug and Ted. But we were not friends. I barely knew him, I didn’t follow him on Twitter, and I had stopped following his blog years ago.

So I can’t explain why I was so devastated by the news of his passing late last night. I can’t explain why I stayed up late last night, thinking about Aaron, thinking about the many people who cared about him, thinking about all of my own friends, wondering how much I actually knew anybody, whether I knew what people were going through, whether or not I was truly there for the people I cared about.

Maybe it was because I could never get that very first impression of Aaron out of my head, that shy teenager who derived such joy from meeting two legends whom no one else recognized. That Aaron was so different from the Aaron I saw from afar, both in person and online, in subsequent years.

Or maybe it was simply because, when any 26-year old — regardless of who he is or what he’s accomplished — takes his own life, you can’t help but feel heartbreak.

Rest in peace, Aaron.