Craig Mod
Brilliant Hardware in the Valley of the Software Slump
An Article by Craig ModThanks Doc
An Article by Robin Rendle & Craig ModA couple of months back, Craig mentioned in a video that he has a doc filled to the brim with snippets of text—nice words, compliments, and thanks that had been sent his way for his work. Whenever someone says something nice he just copy/pastes it into that doc.
It sounds silly at first and perhaps a little egotistical. Behold! I have a document that proves how great I am!
But I started doing it just to see what it feels like and…hey…actually? It’s so great! When I’m feeling low (often) or whenever the world feels unstable (extremely often) it’s so very nice to return to a few kind words about my work. It reminds me just how much these words of praise mean, it reminds me that I ought to pass that favor along.
Delight is constraints, joyfully embraced
An Article by Craig ModAnd what is delight? For me, delight is born from a tool’s intuitiveness. Things just working without much thought or fiddling. Delight is a simple menu system you almost never have to use. Delight is a well-balanced weight on the shoulder, in the hand. Delight is the just-right tension on the aperture ring between stops. Delight is a single battery lasting all day. Delight is being able to knock out a 10,000 iso image and know it'll be usable. Delight is extracting gorgeous details from the cloak of shadows. Delight is firing off a number of shots without having to wait for the buffer to catch up. Delight is constraints, joyfully embraced.
Fast Software, the Best Software
An Essay by Craig ModI love fast software. That is, software speedy both in function and interface. Software with minimal to no lag between wanting to activate or manipulate something and the thing happening. Lightness.
Software that’s speedy usually means it’s focused. Like a good tool, it often means that it’s simple, but that’s not necessarily true. Speed in software is probably the most valuable, least valued asset. To me, speedy software is the difference between an application smoothly integrating into your life, and one called upon with great reluctance. Fastness in software is like great margins in a book — makes you smile without necessarily knowing why.
Looking Closely is Everything
An Essay by Craig ModKambara, detail by detail.
I’d say that that huh is the foundational block of curiosity. To get good at the huh is to get good at both paying attention and nurturing compassion; if you don’t notice, you can’t give a shit. But the huh is only half the equation. You gotta go huh, alright — the “alright,” the follow-up, the openness to what comes next is where the cascade lives. It’s the sometimes-sardonic, sometimes-optimistic engine driving the next huh and so on and so forth.
Ri — The Distance Walked in an Hour
An Article by Craig ModA ri is a unit of measure, it’s about how far a person can walk in an hour at a reasonable pace. It clocks out at roughly 3.93 kilometers.
Remnants of the ri system are scattered along the old roads of Japan. During the Edo period, ri were marked recurrently by hulking earthen mounds that flanked the road — ichi-ri zuka, “one-ri mounds.” There are only a handful of “originals” left. When you pass one with an old cypress or oak growing from its center it becomes a tiny moment of celebration.
A Need to Walk
An Essay by Craig ModWalking intrigues the deskbound. We romanticize it, but do we do it justice? Do we walk properly? Can one walk improperly and, if so, what happens when the walk is corrected?
Life as Protest
A Fragment by Craig ModI’ve written this before but I constantly need to remind myself of it, so, once again: A certain kind of work, lifestyle, mode of living — in and of itself — is protest. That is, work that is curious and rigorous is implicitly an antipode to didactic, shallow bombastity. It is inherently an archetype against bullshit. That to be committed to this work or life of rigor (be it rigor focused on “art” or, as they say in Japanese, sakuhin, or family or athleticism or whatever), and to share it with the world is to opt-out of being paralyzed by idiocy, and help others who may be paralyzed find a path back to whatever fecundity of life it is that they deserve.
Koya Bound
A Book by Craig ModKoya-san — home to esoteric Buddhism — is the name of a sacred basin eight hundred meters high and surrounded by eight mountains. It is roughly one hundred kilometers of trails north from the Kumano Hongu Taisha shrine in Wakayama, Japan. Though the name of the basin is often incorrectly translated as Mt. Koya in English, Mt. Koya is only one of the eight peaks, and is remote from the central cluster of temples.
We walked towards Koya-san, but we did not touch Mt. Koya.
Managing Oneself
Only from strength
Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.
Feedback analysis
The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations.
Taking pride in ignorance
First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results.
Second, work on improving your strengths.
Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it...First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths.
But bulldozers move mountains
A planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work.
Waste as little effort as possible on low competence
One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.
How do I perform?
For knowledge workers, How do I perform? may be an even more important question than What are my strengths?.
A few common personality traits usually determine how a person performs:
- Am I a reader or a listener?
- How do I learn? Writing? Taking notes? Doing? Talking?
- Do I work well with people, or am I a loner? And if I do work well with people, in what relationship?
- Do I produce results as a decision maker or as an adviser?
- Do I perform well under stress, or do I need a highly structured and predictable environment?
- Do I work best in a big organization or a small one?
To improve the way you perform
Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.
The mirror test
In the early years of this century, the most highly respected diplomat of all the great powers was the german ambassador in London. He was clearly destined for great things...yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, "I refuse to see a pimp in the mirror in the morning when I shave."
This is the mirror test. Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning?
Your organization's values
Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results.
Values vs. strengths
There is sometimes a conflict between a person's values and his or her strengths. What one does well – even very well and successfully – may not fit with one's value system. In that case, the work may not appear to be worth devoting one's lift to (or even a substantial portion thereof).
Values are and should be the ultimate test.
Successful careers are not planned
Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer.
The best-laid plans
It is rarely possible – or even particularly fruitful – to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question is most cases should be, Where and how can I achieve results that will make a difference within the next year and a half?
The second half of your life
Today, most work is knowledge work, and knowledge workers are not "finished" after 40 years on the job, they are merely bored.
There are three ways to develop a second career. The first is to actually start one. The second is to develop a parallel career. Finally, there are the social entrepreneurs.
There is one prerequisite for managing the second half of your life: You must begin long before you enter it. If one does not begin to volunteer before one is 40 or so, one will not volunteer once past 60.