If you’re worried that a parent or an elderly loved one isn’t yet acting in proportion to the threat posed by COVID-19, then this thread might be for you:
Over the past 3 days, I’ve seen a number of tweets from people in my age group (and also talked to friends) who are filled with concern about their parents taking things too lightly w.r.t. COVID-19.
And speaking from personal experience, my mother (68) has been largely apathetic about this over the multiple conversations we’ve had since late-February.
That changed last night after a lengthy phone conversation, during which mom went from “mild interest” in COVID-19 to “proportionate concern” for it. What was different about this conversation?
It was mainly this:
I had intentionally prepared for this conversation, applying the principles of persuasion that we’ve often read about in books (and might even regularly practice at work).
I’m sharing the principles here (and concrete some tactics, including the *exact things to say*) with the hope that some of this can be useful for your situation too.
So, here goes:
First, you need to understand what stage your parents are in with respect to their attitude towards COVID-19.
There are four main stages:
1. I don’t know much about COVID-19 [Ostrich effect]
2. I know about it, but it isn’t going to be all that bad [Normalcy bias]
3. I know it can be bad, but it won’t be bad for me [Lake Wobegon effect]
4. It could be bad for me, but I needn't over-react [Hyperbolic discounting]
My mom was in Stage 1.
The earlier the stage that your parents are in, the greater the likelihood that you’ll need to use the full repertoire of the persuasion principles below.
Principle 1: Timing
Initiate the conversation at the right time of day, when their willpower and attention is likely to be higher. Also try to time it in close proximity with “big news” about COVID-19 (there’s a lot of it these days, so this shouldn’t be difficult to do).
Bonus: The “big news” gives you a good pretext to initiate the conversation. “Hey, did you hear about something that just came out…”
Principle 2: Vividness
You need to make the problem really vivid *for them*. Choose a combination of data, anecdotes, and visual aids to do this.
By default we tend to use data (e.g. here’s the mortality rate, growth rate, etc.) but that doesn’t resonate for everyone. “A million deaths are a statistic but a single death is a tragedy” and all that...
So, give them a concrete example, ideally someone they can identify with (similar age group, in your or in their social network, from the city they grew up in, etc.) Literally *any* relationship you can draw to *them* will make the impact of your message much greater.
Talk (in detailed, vivid terms) about the toll that COVID-19 takes if one gets infected. Not just mortality, but also the likelihood of ICU admission (high for 60 and up), being placed on a ventilator, having to be treated on the sidewalk, the respiratory challenges, etc.
Principle 3: Scarcity
While Cialdini talks about this one in his seminal work on Influence in a different context, you can apply this at two-levels here:
Level 1: If they trust “the system” and “authority” (i.e. the government will never let things get very bad) remind them that the medical system is going to collapse under the load very soon. (and already has in some developed nations)
And that means *they* definitely won’t be able to avail the medical care that they’ve been used to all their life. Scarcity is going to rule the day.
To further emphasize your point, you might say something like:
“It’s almost better if you got COVID-19 right now than getting it 4 weeks from now”.
(I did this with my mom. I realize that not everyone can say this to a parent, but also I’m pretty sure some of you can)
Level 2: Remind them (as the set-up for the next principle) that their time with you and (if applicable) with their grandchildren is scarce as it is.
“If you think this virus is stupid, do you really want this stupid virus to snatch these future moments away from you?”
Principle 4: Regret minimization
This is the granddaddy of all the principles to use for COVID-19 (or any situation that requires taking precautions against a threat that doesn’t yet seem proximate).
It goes like something this:
“Let me ask you this: In 1 year, what are you more likely to regret? Taking the precautions I’m recommending, or not taking the precautions and getting infected yourself / infecting others with COVID-19?”
If it helps, also point out that this is how Jeff Bezos makes decisions (he likely doesn’t make all decisions this way, but the Halo effect can be powerful for some people so why not use it to your advantage?)
Principle 5: Peer approval
This is the last one, and for some parents, it is the one that’s most likely to get in the way of them taking action.
Most people (including your parents) don’t want to be viewed as doing something “weird”, something that risks ridicule or (in their mind) ostracization.
So you need to arm them with ways to explain / defend their “seemingly irrational” precautionary actions to their peer group
To do this, tell them:
“If your friends say that you’re over-reacting, acknowledge that they’re probably right. It’s just that your son/daughter is being irrationally cautious and will be really upset if you don’t socially distance for now. You’re just doing this for him/her.”
Related, use the Authority bias to your advantage.
Lack of time is a perpetual source of stress in the product manager’s journey.
No matter how well you’ve prioritized, no matter what milestone your product has just reached, there is a near-infinite list of really important things you could be doing that you just cannot do.
There are many well-known resources & principles for managing time: systems such as GTD, “managing your energy, not your time”, prioritization formulas, Eisenhower Matrix, etc.
These are no doubt useful, but for product managers, these systems leave a lot to be desired.
Why do companies with major resources & distribution make products that are mediocre & often fail to reach their potential?
There are a handful of reasons, many of which you already know. But there is one under-discussed reason: Operators Optimizing for Optics
Thread:
To understand this, let’s start with a story.
START OF STORY
Acme Inc has brilliant, visionary founders (Alice & Bob), amazing culture, has built a well-loved product, and thereby created a business much larger than the early people (including the founders) had ever imagined.
With this growth, they’ve had to hire a bunch of Operators: leaders who are skilled in scaling process, teams, operations, and overall execution. So far so good. As the business & the customer-base grows, it is a no-brainer for Acme to tackle adjacent areas of opportunity.
Some reflections since turning on Twitter’s Super Follows two weeks ago.
800+ superfans have joined 🙌🏾
Biggest benefit:
I am tweeting a lot more freely because I know I am speaking to superfans who understand what I am about. More advanced & nuanced content. Fewer unsent drafts
Biggest surprise:
The community aspect of Super Follows has been A+ thus far.
While not a primary goal, it was 1 of my hypotheses for doing Super Follows. And it has vast exceeded everyone’s expectations. I polled folks yesterday for feedback, and community was mentioned by most
Many super followers mentioned that they are now using Twitter more frequently & are replying/sharing a lot more freely with the community than they might in public, because of shared alignment.
One super follower said it best: people writing without fear of being misunderstood
As they grow in size, teams within megacorps and startups tend to implicitly bias more towards Project Thinking and not enough Product Thinking.
Product Thinking is a mindset and a process that, once you see, you cannot unsee it.
Product Thinking, Project Thinking, a thread:
From my experience working in individual contributor & leadership roles over the past couple of decades, and from my advising work with a number of fast-growth startups, I have often seen myself and founders / CEOs / execs worry about these things:
And, having been in the trenches of product work for a large part of my career, and having managed / mentored / coached hundreds of PMs & PM Managers, I have often seen myself, and other ICs & managers worry about these things:
1) Be proactive 2) Begin with the end in mind 3) Put first things first 4) Think win-win 5) First understand, then seek to be understood 6) Teamwork & creative cooperation 7) Continuous improvement
Basically, the habits in the classic book.
I know that many Product Managers will ignore this because they want something more advanced.
They have already read Covey's book at age 23, so there's nothing more & nothing new to learn from it.
They want an edge over others, so they seek & love esoteric advice & tactics.
And yet, 9 out of 10 times when I am working with extremely smart & ambitious PMs who are struggling (not getting promoted, not getting the performance reviews they think they deserve, not executing well, etc.) it is because they have forgotten one (or more) of these 7 habits.