# Put Your Reputation on the Deadline

> So you say, "I'm gonna need programming."  
> ...and you call Brian at VJ Labs in Maryland and say, "Brian, on December 15,
> I'm gonna need software that matches this approximate spec. For you to make
> that date -- **for you to bet your reputation on that date** -- on what date
> do you need to get from me every screenshot, every layout, every
> requirement?"  
> And he says back to you, "September 1."  
> So suddenly, the only deadline that matters if you really want to ship on
> December 15 is September 1.
>
> -- [The ShipIt Journal](https://overcast.fm/+5dyH-Y61E/19:02) from Seth Godin

## Curling

Bad managers fantasize about [curling](https://en.wikipedia.org/wiki/Curling)
glory. They gracefully slide their stone across the ice while subordinates sweep
furiously to make it hit the mark.

But [the stone](https://en.wikipedia.org/wiki/Curling#Curling_stone) misses. It
strays because each underling has personal goals.

Some teammates want to conserve energy. Others want to climb up the ladder. Some
just want to feel like part of a team. When you ignore people's personal goals,
they will lie to you to conserve your hope. With a discordant team, each
deadline is a coinflip.

Expect delays when you encourage subordinates to deceive you. Managers
incentivize subordinates to produce optimistic yet incorrect estimates. This is
how optimistic deceipt spirals out of control:

- openly sharing project concerns can hurt team morale or put your job at risk
- conservative estimates make individuals look lazy/incompetent
- diffuse responsibility enables all teammates to shirk personal consequences
- [optimism bias](https://en.wikipedia.org/wiki/Optimism_bias) encourages
  wishful thinking
- non-critical deadlines harm credibility

## Kindergarten

Good managers are kindergarten teachers. They provide directions, tools, and
support. They guard underlings from distraction, danger, and depression. They
coax and encourage and create safe environments.

Kindergarteners require guidance. Good managers don't let subordinates run free
for weeks and act surprised to find everybody playing. Create structured work
environments with creative freedom and clear objectives.

Good managers align businesses with employees. They get what they want by giving
people what they need.

Listen with your heart. Draw out potential. Keep promises. Deliver quality.