Always Hungry? by David Ludwig is yet another diet book but one written by a respected doctor specializing in obesity in children. I really enjoyed several articles about Dr Ludwig and his ideas, so I was expecting something more from the book but all I got additional was lots of recipes.
Dr Ludwig, like many others, blames sugar and refined grains for many of our health problems. I like how he explained it and provided supporting science and studies, but if this is why you are reading the book, I recommend Good Calories, Bad Calories by Gary Taubes. Dr Ludwig does do a good job of explaining inflammation, blood sugar and fat storage in a way that people without medical backgrounds might understand.
I love his point that the process of getting fat makes you eat more, not the other way around.
I hate reading cook books on the Kindle. Actually, I just hate reading cook books. I think you should search for recipes or ideas for recipes, not read them.
The advice for how to eat healthy seems pretty consistent these days — avoid processed foods, refined grains and sugar — and just as hard to follow.
He focused more on waist size than weight and only recommended weighing yourself once a week as opposed to most people’s recommendation to weigh yourself daily.
His supporting quotes and stories were all about people who had lost 5–20 pounds instead of the tons of weight most diet books claim.
New studies seem to be consistently saying that exercise is good but exercise makes you eat more, not less. I really wonder what we’ll be saying a decade from now.
He doesn’t really talk about overweight kids at all in spite of his background.
If I could not eat carbs, I’m sure I would lose weight. I would also be really sick of eggs and chicken and meat. And while I like vegetables and fruit, I just can’t imagine them replacing pasta.
Unlike Atkins, Dr. Ludwig recommends lots of fruits and vegetables and eventually some grains and carbs.
What did you end up thinking about as you read the book or these points?
Companies with the newer “sharing economy” business models are gamifying work. They are making people work hard in ways that resemble how they play video games.
To better understand this, I compare their models to the components of a game as given by Reality is Broken by Jane McGonigal:
Goal: A game has a very specific outcome, a sense of purpose. Where as at work you might wonder what the purpose is, in a game it’s usually very clear what you are trying to do.
Rules: In a game there are clear limitations on how you are supposed to accomplish the goal. These limitations make it really clear where people can experiment encouraging creativity and strategy. At work, the limitations are often not clear. Maybe you can ask for more budget, maybe another department will help you, maybe …
Feedback system: all games have a scoring system or a way of knowing how close you are to the goal. I think this is often the most missing thing at work, especially if you don’t have a clear goal (besides making money).
Voluntary participation: everyone who is playing the game knows and accepts the goal, rules and feedback. This allows people to play together and makes it safe and fun as you always have the freedom to leave.
Companies like Airbnb and Uber have all these components, and people have fun trying to see if they can gain new levels and statuses. I recently talked to an Airbnb host who is obsessed with making “Super Host” status.
Here’s how these new sharing economy models compare to games.
A goal. With the sharing economy businesses, your goal is very clear. With Uber you want lots of rides, or maybe money from rides. With Airbnb you want lots of guests. The goal, what the business and the app are all about, are obvious.
Rules. With the sharing economy businesses, the apps make it very clear what the rules are. They make it clear what you are supposed to do. For example, pick up a client at this address and take them to this address.
Feedback. Both of these systems, and many like them, excel at feedback. Uber has every driver and every rider rate each other before they are allowed to do anything else. Airbnb works hard to get people to rate each other and gives Super Host status to those that maintain high ratings. At Grace Hopper, I went to a talk by an Airbnb data scientist where she talked about the ways they try to make feedback more honest. They’ve made lots of changes (like not letting hosts and guests see each others’ reviews until after they both have left one) to encourage more and more honest reviews.
Voluntary participation. As long as people participating in Airbnb and Uber are doing it as supplemental income or as long as there are alternatives like HomeAway.com and Lyft, people can leave whenever they want. I tried driving Uber one afternoon and decided it wasn’t for me. The “game” is fun because the people playing it got to choose to leave if they didn’t like it.
What do you think? Do you think the new “sharing economy” businesses are gamifying work? Is that making the world a better place? Should traditional businesses try to gamify work as well?
When role models are risk adverse, they change the game for everyone.
Last night at kickball, a young woman on the other team decided to start bunting and she changed the preferred strategy for women on both teams. She was a strong player and she obviously thought her best option, maybe her only option, was to bunt. So quickly the feel became, to be a “team” player, all weak players should bunt. Never mind that by bunting you give up all chances of kicking a home run or even a double. Or of feeling proud of your kick.
She kicked a few good balls early in the game but got out on the way to first. So the next inning she decided to take advantage of the rule that helps weak kickers, and she bunted. There’s a line between first and third base, through the pitching mound, and no fielders are allowed in front of that line until the ball has been kicked. Pretty soon, the weaker players on her team (all women) were also bunting. Then the women on my team debated whether they should bunt. Then the stronger players on my team started encouraging the weaker players to bunt! That’s when I got upset. Upset at a world where teams encourage newer and weaker players to avoid risk, and therefore to avoid the chance to grow.
This is rec, co-ed kickball. Most of us haven’t played kickball in decades. Many of us haven’t played a sport in years. And several people don’t know the game well enough to know where the play is. The umpires are awesome. They encourage and help everyone. In addition to their umpire role, they often play surrogate coach and cheerleader. They don’t just say “1 out”, they say “1 out, play is at first”. And they check in with players. I think last night’s umpire could tell I was getting really annoyed. He checked in with me to make sure I was alright.
I remember learning to play kickball. It was a new school and a new sport. After my first “at bat” it became very clear I’d never kicked a ball. So my next at bat, everyone moved in for the kill. I had a wall of fielders all 10 feet from me. There was no where to kick the ball. So I love the rule that no one can be in front of the line until the ball is kicked. Rules that help new or weak players get started are good. When experienced players use those rules to their advantage, you end up with politics.
You end up with people examining all the rules to see where the loop holes or advantages are. Last night we ended up debating how many men could be on a team, what order they could kick in, if you could rush the ball once it was bunted, … and it became about the rules and winning, not about the game.
My emotional reaction was out of proportion for a kickball game. But it’s because I realized that I see this in the world all the time. When someone who is clearly capable says “oh, I could never do that”, they make all those people that are still learning doubt their abilities. When you turn down that client presentation or that keynote, when you start your piece in the meeting with “I’m not sure but …”, you show that you don’t think that you, a competent, experienced person, should take that risk. And when you combine that risk aversion with a do what it takes for the team to win, you cripple people. You end up encouraging your newer players to not take any risks for fear of hurting the team. Some times an individual has to take one for the team. Some times the team has to take one for the individual in order to grow a strong team.
While each individual has to decide on their own whether a risk is right for them or not, the team needs to watch and make sure that risk aversion isn’t becoming the norm, enforced by peer pressure, for their newer or weaker members.
Kick hard. Work hard. Take risks. Learn. Make mistakes. Help others make mistakes. Cheer them on. Grow your team. Be a role model.
You can help people succeed by helping them see themselves in all sorts of roles. You can help your kids, minorities, women, friends, everyone, by helping them see the diversity of roles that they are capable of.
Growing up, every time we’d see a new or interesting career choice, my dad would ask me “Stormy, can you see yourself doing that?” and we’d talk about it. I also had teachers who helped a lot. Anytime I expressed interest in any subject, my fourth grade teacher would follow along and help me out. She read books I said were good. She brought me watches to take apart and put back together. She made sure I thought the world was a world of possibilities for me.
This hit home this week. I’m at the Grace Hopper Women in Computing conference which is about celebrating women but there’s a lot of talk about women in tech and how it’s not great yet. Women are still a minority.
But the moment where it really hit home was not at any of the conference sessions. I had my big “ah-hah” moment walking down the street in Houston with my 9 year old son. My son has had more travel opportunities than most adults, but he’s grown up in predominately white Northern Colorado. So when he saw a whole busload of kids his age get off a bus, his observation was “That must be a field trip just for black kids.” He automatically excluded himself from being eligible for the field trip because he didn’t see anyone that looked like him.
That is why we need more women in leadership. So that women don’t automatically exclude themselves from being eligible.
And that is why you must continue to ask your kids “Can you see yourself doing that?”, letting them know that you do see that it’s possible and helping them see a path that gets there.
I told my son that the field trip was from a neighborhood that had mostly black kids but all races were welcome at the school and I pointed out a few Hispanic kids in the mix. He said “ok” and promptly went on with his thinking.
Help your kids, the women in your organization and all your friends see the possibilities. Ask them to imagine themselves in interesting roles. Imagine it for them, with them.
Many open source organizations start around code. Someone has an idea and they write some code to express it. If people like the idea, they add more code. That code gets reviewed and incorporated.
This works great while the project rallies around the original idea. However,when they go to add new products or plan new features, the culture of code reviews gets in the way of a culture of new ideas.
Why’s that? Because code reviews look for flaws. You need to make sure you don’t introduce bugs. Ideas, on the other hand, need a whole team of input before they are strong enough for the risk analysis. New ideas get stronger when people add to them, figure out ways they can help. Once ideas become a plan they need something like a code review but not before they become a plan.
Reviewing Code is about Eliminating Risk
When new code is submitted, it’s always reviewed before it’s accepted. And often there are very clear guidelines. You are reviewing to make sure that your project’s guidelines are met, that the code is well written and that it introduces no new bugs. Often this means you are looking for things that are wrong. You may also suggest improvements, but the focus is on looking for things that are wrong.
Reviewing Ideas is about Exploring Opportunity
When new ideas are reviewed, they are often not fully formed. Ideas, especially new product ideas, need the entire organization to help figure out the full potential, what each team could bring to the table and how people might react to it. New ideas need to be fully developed before you start poking holes in them. And new ideas cannot be fully developed by one person. They need a whole team of people to say, “yeah, that’s great, and I could help by linking it to this other thing I’m working on” or “yeah, I like that and it makes me wonder if we did this, if that would be even better.”
What happens when you apply code review techniques to ideas?
When you apply code review techniques to ideas, you kill them before they are fully developed. You look for everything that is wrong in an idea. You look for all the risks, all the holes, before you add your strengths to it. Just when the idea needs you to help figure out how it could succeed, you poke a hole in it.
Next time you see someone in your organization propose an idea, make your first reaction an additive action. Challenge yourself to make the idea even better instead of looking for the bugs.
When I’m in a city and say I’m there for a software conference, I wear my “all technical people” hat. When I’m the only woman in a room of men, I wear my “the entire female gender” hat. When I’m the only American at a long table full of Europeans, I wear my “American” hat. At those times, I feel like my behavior reflects on an entire gender, nationality or industry.
That often makes me think and act very carefully. Sometimes that makes me feel guilty. It often feels stressful.
So just go easy on Marissa Mayer.
She didn’t choose to wear the female hat. But she did choose to wear the CEO hat. And the mom hat. And the female mom CEO hat. Wow! What a burden that must feel like at times. So give her some slack. Let her do the best she can the way she thinks is right. She obviously chose not to wear the “children should spend the first couple of months with their mom” hat. That’s ok with me. She’s wearing a lot of hats. And she’s pushing the stereotypes. For a lot of hats that I care about. Give her some room to breath. Remove the stress of imposing yet another hat on her. Support her in all the hats she has to wear.
I say this from my a day of camping without work and without kids. So pretty hat free, relatively speaking. Yeah to the female, mom, CEO!
Over the past couple of days I’ve had a number of conversations with women that have left me frustrated. And I realize I’ve heard a lot of stories like this. For the record each of these comments comes from a different woman who works for a different company, none of which I have worked at. So this is not about the companies but about empowering individuals.
Each of these women is super smart and talented, with a good career and has done and created awesome things.
“Is there a life outside this company? Tell me there are good places to work.”
“I’ve gotten so much negative feedback, I’ve stopped listening to any feedback. I think I’m unemployable now.”
“I’m not doing anything meaningful at work but I can’t quit. If they offered me a severance package, I think I’d take it.”
“I’ve given up on advancing my career. I just want to find nice people to work with where I can do good work.”
And all that reminds me of the lesson I learned from my demon kitty.
I used to foster kittens for the humane society. And one kitten they gave me was a demon kitty. She would attack me with tooth and claw every time I ate; she peed in every corner of my house; she shredded curtains. She was truly a demon kitty.
I took her back and said “I’m sorry, she’s a demon kitty, I can’t work with her.”
A few days later I called and asked how she was doing. They said “oh, she’s great, we placed her with another volunteer.” I didn’t believe them, so I called the other volunteer. She said, “She’s the sweetest little thing ever.” I asked her to describe the demon kitty just to make sure we were talking about the same cat.
Something in my organization (i.e. my house) was toxic for the kitten. Maybe it was the wrong kind of food, maybe it was the big slobbery dog, maybe it was the color of the carpets. Maybe I was just a terrible manager (i.e. foster mom). And she tried to tell me. And I gave her lots of negative feedback (sprayed her with water) and I labeled her a demon kitty and recommended her for lots of remedial behavior training. I failed her.
So if your organization is labeling you as a “demon kitty”, it’s not your fault, not any more than it was the fault of a six week old kitten. So, hold that knowledge, that it’s not your fault, and decide if you want to work it out with them or if you want to find a better home. Don’t let them tell you who you are or what you are capable of. Don’t argue with them about what label they’ve given you. Don’t let them make you feel like you have no other options. They might think you are a demon kitty, but if you’ve shown you can create great things and you work hard, there’s a place that will show you that you can be a shining star.
Talk other people up. This may seem counter intuitive, but if you are doing a round robin set of intros, be sure to help others talk themselves up. For example, in a recent Kids on Computers set of introductions, Serena introduced herself. I jumped in to point out that she filed our original 501(c)(3) paperwork – which passed the first time. After that, several people jumped in to help others introduce themselves. The focus of the introductions becomes helping others, not trying to one up others.
Know what you want. What do you want to accomplish? What do you want out of this group? Do you want them to know you can make decisions for your company so that they’ll negotiate with you? (Establish your authority.) Do you want them to see you as like them so that you can be friends? (Focus on what you have in common.) Do you want them to know how successful and fun your organization is so that they’ll volunteer? (Talk about what you’ve accomplished.) Knowing what you want to accomplish will help you focus on what’s important to stress in your introduction.
Keep your audience in mind. You are not going to introduce yourself at a conference the same way you introduce yourself at the bar or at a little league game. I do not tell other parents that I meet for the first time at a little league game that I’m a VP at Cloud Foundry. If I intro myself that way, they tend to go “oh, nice” and move right on. It means nothing in that context. Being VP of Technical Evangelism at Cloud Foundry is an important thing to say when I’m talking to other people that lead developer relations and I want their help.
Focus on accomplishments, not titles. Don’t be afraid of your title but realize that by itself, it might not convey anything. For example, saying I do advertising might not mean anything but if you could say “I did the ‘Got Milk?’ campaign“, everyone would know what you did.
Know when to focus on your title. A few times to be sure to bring up titles are:
Titles are important to that group. There are a few audiences where titles are very important. If titles are important in your meeting, you’ll probably know. Go ahead and use it.
You are feeling overlooked or underestimated. Sometimes your title can convey your accomplishments better than the stereotypes associated with your looks.
Your title makes your role obvious – in one word it defines what you might want and what you have accomplished. For example, “high school principal” clearly defines a known role with authority.
Don’t worry about sounding pretentious. If you worry about sounding pretentious or conceited or full of your self, you will either sound pretentious and conceited or you will sound insecure and dismissive of your own accomplishments.
Listen to other people introduce you. One of the best ways to get comfortable with introducing yourself is listen to people you respect introduce yourself to new colleagues or friends. Listen to how they stress your accomplishments or strengths.
Child care at conferences is awesome but not for the reason you think it is. We think it helps women who have no other options for kids to attend. Really it helps all parents be closer to their kids, helping people in technology build strong families, relationships and communities.
Child care helps attendance for local meetups
Child care is often toted as a way to enable women to attend conferences. I think that’s really true when the conference is local. It’s not that women (or men) couldn’t find someone to watch their kids but it’s one less impediment. The meetup is posted, you see there’s child care, you can just rsvp. Later you might find child care or you might use the meetup child care.
Most people that travel for work have child care
But as anyone that travels a lot for work knows, it’s much more work to bring your child than it is to leave them at home. If you have to travel for work, you probably have child care options for your kids at home because there aren’t enough other options while traveling for work these days. (Luckily, I have an awesome extended support network at home.)
But child care at conferences is vital for our extended community
The reason I think child care at conferences is awesome is that it allows me to share my work, my travel and my colleagues with my kids. It allows me to bond with my child in an environment that I don’t get to share with them very often.
My kids love attending conferences with me. They get to share my love of traveling, stay in hotels (which they still think is awesome), get swag, meet all the people I talk about and play with colleagues’ kids.
My kids have met my colleagues – really smart, funny people. They have played nerf guns and games with the kids of my colleagues like at the kid day at SCALE or the daycare at Grace Hopper. They see what I do when I travel – my youngest turned the slides for me at my talk at SCALE and helped out at both the Kids on Computers and Mozilla booths. They’ve enjoyed exploring cities with me the weekend before a conference.
Hopefully they’ve learned more about the world, how technology makes it works, why open source is important and how people debate and collaborate on things that make the world a better place.