Growing Up and Counting the Cost
I used to believe . . . that growing and growing up are analogous, that both are inevitable and uncontrollable processes. Now it seems to me that growing up is governed by the will, that one can choose to become an adult, but only at given moments. These moments come along fairly infrequently — during crises in relationships, for example, or when one has been given the chance to start afresh somewhere — and one can ignore or seize them.
I think that is a fair description. I think that for a long time I chose to be swept along with the current, without taking much responsibility for my destination. In the past few years I have gained a better understanding that the crises are “growing up” opportunities, and that I have successfully “grown up” from some of these experiences. Still, it is easy enough to be swept along and fail to learn lessons, and I have surely missed the opportunity to grow as much as I could have from some of these crises.
I also remember John Chambers, Cisco’s CEO, recounting advice he had received during the dot-com boom, that you really only have a great company after you have survived an existential threat. After you have had to “grow up” and see what hard decisions you make when it comes time to make those hard decisions. John recounted with a grim face the large number of layoffs that Cisco chose to make in order to survive the dot-com crash. Today, Cisco pays well, and hands out bonuses, but although it has billions in the bank, it is also religious about managing expenses, which can be frustrating at times. All the same, I prefer to work for a company that can sometimes feel frustratingly stingy, if it means my job is less likely to be axed in the next recession. I like to think that this “stinginess” is the mark of a “grown up” company which is keen to reduce the risk of future crisis.
There is a well-worn adage that those who set out upon a great enterprise would do well to count the cost. I am not sure that this is always true. I think that some of the very greatest enterprises in the world have been carried out successfully simply because the people who undertook them did not count the cost; I am much of the opinion that . . . the most instructive consideration for us is the cost of doing nothing.
Thomas Henry Huxley
The cost of doing nothing? Global Warming springs to mind. I have talked myself down from a lot of ideas because, for example, I have a better and better understanding of the costs of building a service on robust and scalable architecture. For the most part that is a good thing: great ideas should be able to wrestle down their opponents. But sometimes you just have to charge forward, and in the words of Buckminster Fuller, “dare to be naive.”