The Important Things That Don’t Matter

FEB 12, 2015

In a lot of discussion between co-founders or people working together on a project, you will find an irrational focus on things that really do not matter. For example, you can see two people arguing if a button should be square or if it should be round. This argument is completely pointless. Just go in the direction of the person who feels more passionately about it. A project member who constantly feels overridden in terms of decision making will have a greater negative effect on the project than the decision if a button is square or round. On points of contention, there are typically these types:

1. Things that actually make no difference, and it’s clear they make no difference
2. Things that may or may not make a difference — the effect is unknown
3. Things that will make a big difference, and at least one person is clear on this

Items in point 1 should be used for including people’s opinion and building the team. Everyone should be ready to compromise on those points, particular the people that have more experience Items in point 2 should be A/B tested where possible, and where impossible, there should be serious analysis on the effects. If there is still no consensus, then metrics should be used to validate the assumptions and the choice re-defended after a short while. Items on point 3 are the critical ones, and when a team member feels this is a point 3 item, and then the issue must be discussed in all seriousness. All points must be clearly laid out and explained from both opposing sides. Usually when the point is not overridden, the person with experience can communicate it properly. After all points have been laid, then if it’s convenient to run a test, then it should be done. If it’s not convenient, the final decision maker in the company should decide in one direction (and of course, metrics are executed here). Once the direction is decided, that’s how the company acts — decisively and without doubt in that direction. By Mark Essien