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Eating Your Own Dog Food: A Deep Dive into the Practice and Philosophy

June 7, 2024June 28, 2024Leave a comment

In the tech world, there’s a quirky yet profound phrase that often makes the rounds in boardrooms and developer circles alike: “Eat your own dog food.” This peculiar saying carries significant weight and wisdom, advocating for a practice that can dramatically impact a company’s product quality, credibility, and customer satisfaction. But what does it really mean to “eat your own dog food,” and why is it so important? Let’s explore this concept in depth.

A Personal Journey into Tech and Dogfooding

My journey as a technologist began in the late eighties, a time when programming was both a burgeoning field and a wild frontier. I cut my teeth on Basic, Fortran, Pascal, C, C++ and then Clarion, navigating the early days of software development on the Commodore 64 and then PC using Microsoft, OS/2 and Netware OS products. It was during this formative period that I first encountered the phrase “eat your own dog food.” As I tinkered with code and grappled with the nascent stages of software design, the idea of using our own creations to ensure their quality resonated deeply with me. This principle became a cornerstone of my approach to technology, shaping my understanding of product development and user experience.

Origins of the Phrase

The phrase “eat your own dog food” is believed to have originated in the 1970s or 1980s within the tech industry, although its precise origins are somewhat murky. One popular story attributes the phrase to Mike Murray, a manager at Microsoft, who used it to describe the importance of using one’s own products to ensure their quality. Another tale links it to a 1970s Alpo dog food commercial, where actor Lorne Greene touted the quality of Alpo by claiming he fed it to his own dogs.

Regardless of its exact origins, the phrase has since become a staple in tech jargon, representing the principle that companies should use the products they create.

What It Means to “Eat Your Own Dog Food”

At its core, “eating your own dog food” means using your own products or services in your daily operations. For software companies, this might involve employees using the company’s software for their work. For a manufacturer, it might mean employees using the products they produce in their personal lives.

This practice serves several critical functions:

Quality Assurance: When employees use the company’s products, they are more likely to notice bugs, flaws, and areas for improvement. This firsthand experience can lead to quicker identification and resolution of issues, resulting in a higher quality product.
Empathy and Understanding: Employees who use the products themselves develop a deeper understanding of the user experience. This empathy can drive more user-friendly design and functionality, as the employees are directly impacted by any shortcomings or frustrations in the product.
Credibility and Trust: When a company uses its own products, it sends a strong message to customers: “We believe in our product.” This practice can build trust and credibility, showing customers that the company stands behind its offerings.
Internal Feedback Loop: Using the product internally creates a constant feedback loop where ideas for improvements can be tested and refined quickly. This iterative process can foster innovation and ensure the product evolves in line with user needs.

Examples of Dogfooding in Action

Microsoft: As one of the early adopters of the dogfooding concept, Microsoft has long used its own software products internally before releasing them to the public. This practice has helped the company refine and improve its offerings, ensuring they meet the needs of both employees and customers.

Google: Google is another prominent example, with employees regularly using beta versions of new software and features. This internal testing helps catch bugs and usability issues before products reach a wider audience. Google’s “Google Labs” was a public-facing extension of this principle, allowing users to experiment with early-stage projects.

Atlassian: The makers of Jira and Confluence, Atlassian uses its own collaboration tools extensively within the company. This commitment to dogfooding has driven continuous improvements and ensured their products remain highly functional and user-friendly.

Challenges and Limitations

While the benefits of dogfooding are substantial, the practice is not without its challenges and limitations:

Bias and Blind Spots: Employees may develop a biased perspective, becoming too familiar with the product and overlooking issues that might be obvious to new users. External testing remains crucial to capture a diverse range of user experiences.
Resource Allocation: Dogfooding can require significant resources, as employees need time to test and provide feedback on the product. Balancing this with regular duties can be challenging.
Scalability Issues: Products that work well for a company’s internal environment might not scale effectively for broader, more diverse user bases. Testing under varied conditions remains essential.

Best Practices for Effective Dogfooding

Encourage Honest Feedback: Create a culture where employees feel comfortable providing candid feedback, both positive and negative. This openness is essential for identifying and addressing issues.
Diversify Testing Groups: Include a wide range of employees in dogfooding efforts, from different departments and with varying levels of familiarity with the product. This diversity can help uncover a broader spectrum of issues and insights.
Regular Updates and Iterations: Use the feedback gathered from dogfooding to drive regular updates and improvements. Iterate quickly and keep the product evolving based on internal experiences and feedback.
Complement with External Testing: While dogfooding is valuable, it should complement, not replace, external user testing. Engaging with real customers provides insights that internal use alone cannot capture.

Conclusion

“Eat your own dog food” is more than just a quirky saying, it’s a powerful practice that can enhance product quality, foster innovation, and build trust with customers. By using their own products, companies can gain invaluable insights and ensure their offerings meet the highest standards. While it presents challenges, the benefits of dogfooding make it a practice worth adopting for any organisation serious about creating exceptional products. So, next time you hear someone mention dogfooding, remember: it’s about committing to quality, understanding your users, and continuously improving through firsthand experience.

Leaders Eat Last: Fostering Trust and Collaboration in the Workplace

March 20, 2024June 28, 2024Leave a comment

Leadership styles can significantly impact the culture, morale, and productivity of an organisation. Among the myriad of leadership philosophies, one concept that stands out for its profound simplicity and transformative power is “Leaders Eat Last.” This principle, popularised by Simon Sinek in his book of the same name, serves as a powerful metaphor for the selfless attitude and actions of true leaders, focusing on creating an environment of trust and safety within organisations.

With the dynamics of the workplace continuously evolving, the principle of “Leaders Eat Last” emerges as a profound illustration of the “People Come First” philosophy in action. This leadership approach, championed by thinkers like Simon Sinek, underscores the importance of prioritising the well-being and development of employees as the cornerstone of effective leadership and organisational success. By placing people at the heart of leadership decisions, organisations can foster a culture of trust, collaboration, and shared success.

The Foundation of “People Come First”

The phrase “People Come First” encapsulates a leadership ethos that values the well-being, growth, and satisfaction of employees above all else. As covered in the blog post “Success?… People come first” (link here) in 2017, it’s a commitment to creating a work environment that respects individuals’ contributions and recognises their intrinsic value to the organisation’s success. In such cultures, leaders are seen not just as figures of authority but as caretakers of their team’s welfare and growth.

The Essence of “Leaders Eat Last“

At its core, “Leaders Eat Last” is about prioritising the needs of the team over the individual needs of the leader. It’s a leadership approach that emphasises empathy, support, and the welfare of the team members. This concept is inspired by the military tradition where higher-ranking officers eat after their troops, symbolising their commitment to their team’s well-being above their own.

Leaders Eat Last: A Manifestation of Putting People First

“Leaders Eat Last” is a tangible manifestation of the “People Come First” philosophy. It’s about leaders demonstrating through their actions that they are deeply committed to the welfare of their team members. This approach signals to employees that their leaders are invested in their safety, growth, and well-being, effectively building a foundation of trust. Trust, in turn, fosters an environment where employees feel valued and secure, encouraging them to invest their energy and creativity back into the organisation.

Creating a Circle of Safety

A critical aspect of putting people first is creating what Sinek describes as a “Circle of Safety” — an environment where employees feel protected from internal and external threats. This sense of security enables team members to focus on innovation and collaboration rather than self-preservation. Leaders who prioritise their team’s needs above their own, even in small acts like eating last, reinforce this circle of safety, promoting a culture where people feel they truly come first.

Trust: The Linchpin of Organisational Success

The relationship between trust and organisational success cannot be overstated. When leaders put people first, they lay the groundwork for a culture of trust. This culture not only enhances communication and collaboration but also empowers employees to take ownership of their work and the organisation’s goals. The trust that emanates from a people-first approach creates a virtuous cycle of loyalty, innovation, and collective achievement.

Impacting Organisational Culture

Embracing a “People Come First” mentality through actions like “Leaders Eat Last” can profoundly influence an organisation’s culture. It nurtures an environment where employees feel genuinely cared for and respected, making the organisation more attractive to both current and potential talent. Such a culture encourages mentorship, lifelong learning, and a shared commitment to excellence, driving the organisation toward sustained success.

Navigating the Challenges

Implementing a people-first leadership approach requires more than aspirational rhetoric – it demands a sincere and consistent commitment from leaders at all levels. The challenge lies in genuinely embracing and living out the values of empathy, service, and sacrifice. Leaders must be prepared to listen actively, make tough decisions for the greater good, and remain steadfast in their dedication to their teams’ well-being, even when faced with adversity.

Conclusion

“Leaders Eat Last” serves as a powerful embodiment of the “People Come First” philosophy, illustrating how leadership that prioritises the well-being and development of employees can transform an organisation. By fostering a culture of trust, safety, and mutual respect, leaders can unlock the full potential of their teams, driving innovation, performance, and loyalty. As the workplace continues to evolve, the principles of putting people first and leading by example remain timeless guides to creating thriving organisations where people are truly valued and empowered to succeed.

Top quotes on Change & Trust by Stephen Covey

September 10, 2019September 10, 2019Leave a comment

I’ve first read this book “7 Habits of Highly Effective People” in the 90’s – timeless inspiration!

“There are three constants in life – change, choice and principles.”
“Make time for planning; Wars are won in the general’s tent.”
“Be proactive.”
“Begin with the end in mind.”
“You have to decide what your highest priorities are and have the courage – pleasantly, smiling, nonapoloegetically – to say ‘no’ to other things. And the way to do that is by having a bigger ‘yes’ burning inside.”
“Put first things first.”
“Think win-win.”
“Seek first to understand, and then to be understood.”
“Most people do not listen with the intent to understand. Most people listen with the intent to reply.”
“If we keep doing what we’re doing, we’re going to keep getting what we’re getting.”
“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.”
“Treat your employees exactly as you want them to treat your best customers.”
“The key is not to prioritise what’s on your schedule but to schedule your priorities.” “Leadership is a choice, not a position.”
“I am not a product of my circumstances, I am a product of my decisions.”
“Strength lies in differences not in similarities.”
“Listen with your eyes for feelings.”
“The way we see the problem is the problem.”
“Most of us spend too much time on what is urgent and not enough time on what is important.”
“Accountability breeds response-ability.”
“Highly proactive people don’t blame circumstances, conditions or conditioning for their behaviour. Their behaviour of their own conscious choice.”
“Management is doing things right; leadership is doing the right things.”
“Be a light not a judge. Be a model not a choice. be part of the solution not part of the problem.”
“He who has a why can deal with any what or how.” Stephen Covey
“Our ultimate freedom is the right and power anybody or anything outside ourselves will affect us.”
“The only thing that endures over time is the Law of the Farm. You must prepare the ground, plant the seed, cultivate, and water it if you expect to reap the harvest.”
“A personal mission statement becomes the DNA for every other decision we make.”
“Courage is not the absence of fear but the awareness that something else is more important.”
“To achieve goals you’ve never achieved before you need to start doing things you’ve never done before.”
“Live out of your imagination, not your history.”
“Sow a thought, reap an action; sow an action, reap a habit; sow a habit, reap a character; sow a character, reap a destiny.”
“Every human has four endowments – self-awareness, conscience, independent will and creative imagination. These give us the ultimate human freedom. The power to choose, to respond, to change.”
“I teach people how to treat me by what I will allow.”
“Motivation is a fire from within. If someone else trie to light that fire under you, chances are it will burn very briefly.”
“You can change the fruit without changing the root.”
“Our character is basically a composite of our habits because they are consistent. Often unconscious patterns, they constantly, daily, express our character.”
“Be patient with yourself. Self-growth is tender; it’s holy ground. There’s no greater investment.”
“If I really want to improve my situation, I can work on the one thing over which I have control – myself.”
“Once you have a clear picture of your priorities that is values, goals, and high leverage activities, organise your life around them.”
“What you do has greater impact than what you say.”

Also see quotes from Peter Drucker