there was another, darker side to Wilson’s Southern identity. He was not just a son of the South in general, but the son of a Southern pastor who had defended slavery by writing a pamphlet titled Mutual Relation of Masters and Slaves as Taught in the Bible. It was a worldview that Wilson never entirely shook off. As president of Princeton, he stood against admitting black students. As president of the United States, he looked on with approval as his cabinet members segregated large parts of the federal government.
The Japanese delegation asked to at least insert language about racial equality into the League of Nations covenant. This proposal had a majority of votes behind it—the French delegation deemed the cause “indisputable.” But Wilson blocked it, refusing to let even the principle of racial equality stand.
Combine a republican commitment to equality with an accompanying commitment to white supremacy, and this is what you got: a rapidly expanding empire of settlers that fed on land but avoided incorporating people. Uninhabited guano islands—those were fine. But all of Mexico or Nicaragua? No.
Roosevelt made a Cuba-style deal. His government would gain temporary control of Dominican finances (thus ensuring repayment of the debt to U.S. banks) in exchange for defending the Morales government from rebels and external enemies. U.S. interests would be protected, and the Dominican Republic would remain independent. The ploy was used repeatedly, in country after country around the Caribbean. The United States seized the levers of finance and trade but left sovereignty formally intact. “Dollar diplomacy” was the polite name for this, though “gunboat diplomacy” was the more accurate euphemism. To ensure political and financial “stability,” U.S. troops entered Cuba (four times), Nicaragua (three times), Honduras (seven times), the Dominican Republic (four times), Guatemala, Panama (six times), Costa Rica, Mexico (three times), and Haiti (twice) between 1903 and 1934. The United States helped to put down revolts, replaced governments when necessary, and offered battleships-in-the-harbor “advice” to others. But the only territory it annexed in that period was the U.S. Virgin Islands, peacefully purchased from Denmark in 1917.
The Mexican War of 1846–48 had ended with U.S. forces occupying Mexico City. Some in Congress proposed taking all of Mexico. From a military perspective, that was entirely feasible. But South Carolina senator John C. Calhoun, one of the nation’s prime defenders of slavery, objected. “We have never dreamt of incorporating into the Union any but the Caucasian race—the free white race,” he insisted on the Senate floor. “Are we to associate with ourselves, as equals, companions, and fellow-citizens, the Indians and mixed races of Mexico?”
The event familiarly known as “Pearl Harbor” was in fact an all-out lightning strike on U.S. and British holdings throughout the Pacific. On a single day, the Japanese attacked the U.S. territories of Hawai‘i, the Philippines, Guam, Midway Island, and Wake Island. They also attacked the British colonies of Malaya, Singapore, and Hong Kong, and they invaded Thailand. It was a phenomenal success. Japan never conquered Hawai‘i, but within months Guam, the Philippines, Wake, Malaya, Singapore, and Hong Kong all fell under its flag. Japan even seized the westernmost tip of Alaska, which it held for more than a year.
Chicago grew from a settlement of fewer than a hundred people (and fourteen taxpayers) in 1830 to a towering megalopolis with the world’s first dense cluster of skyscrapers and more than a million residents in 1890—despite having burned to the ground in 1871.
Product management is less a well-defined role and more a set of skills. It lives between everything, a white space that morphs based on the customer, the needs of the business, and the abilities of the humans involved.
An almost impossible combination of structured thinker and visionary leader, with incredible passion but also firm follow-through, who’s a vibrant people person but fascinated by technology, an incredible communicator who can work with engineering and think through marketing and not forget the business model, the economics, profitability, PR. They have to be pushy but with a smile, to know when to hold fast and when to let one slide.
Every product should have a story, a narrative that explains why it needs to exist and how it will solve your customer’s problems. A good product story has three elements: » It appeals to people’s rational and emotional sides. » It takes complicated concepts and makes them simple. » It reminds people of the problem that’s being solved—it focuses on the “why.”
He used a technique I later came to call the virus of doubt. It’s a way to get into people’s heads, remind them about a daily frustration, get them annoyed about it all over again. If you can infect them with the virus of doubt—“Maybe my experience isn’t as good as I thought, maybe it could be better”—then you prime them for your solution. You get them angry about how it works now so they can get excited about a new way of doing things.
Make the intangible tangible so you can’t overlook the less showy but incredibly important parts of the journey. You should be able to map out and visualize exactly how a customer discovers, considers, installs, uses, fixes, and even returns your product. It all matters.
If we hadn’t thought through installation with the same care and attention that we lavished on the thermostat, it would never have occurred to us to put a screwdriver in every box.
Write down a list of what you’re worried about for each project and person so you can immediately see when the list is getting too long and you need to either dive deeper or back off.
The outcome is your business. How the team reaches that outcome is the team’s business. When you get deep into the team’s process of doing work rather than the actual work that results from it, that’s when you dive headfirst into micromanagement. (Of course sometimes it turns out that the process is flawed and leads to bad outcomes. In that case, the manager should feel free to dive in and revise the process. That’s the manager’s job, too.)
I’m always surprised when people spend a fortune on a new project, then skimp on training the people charged with bringing that project to life—a perfect example of what it means to be “penny-wise, pound-foolish.”
