Business Mythology

Jeff Bezos and his two pizza rule is a great example of business mythology– viral storytelling about the power of small, focused, empowered teams. 
 
Never mind that Amazon would sooner shut its doors than buy its engineers pizza.  The story speaks to every person that hears it: investors feel warm fuzzies that their money is being used judiciously; executives are fondly reminded that big means bureaucracy; managers are given yet another irrational reason to expect more out of their small teams without actually changing anything; and employees— God bless ‘em…  employees the world over pine for feeling empowered at work. 
 
It was brilliant.
 
The man deserves his rocket rides.
 
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That particular myth was succeeded at Amazon by another: the single-threaded leader— who is at once both hyper-competent and 100% dedicated to one specific product.  Not just empowered, but extraordinarily focused; distraction free.
 
Another stroke of storytelling genius because as we’ve all learned… the more competence you demonstrate in the office, the less work comes your way.
 
[Wait.  What?]
 
It’s a masterclass in irony because who in the management chain demands the focus and accountability of single-threaded leaders?  Well, multi-threaded leaders of course… who, by their own logic and breadth of responsibilities… obviously lack focus and accountability?  
 
The parenting equivalent here: “don’t do as I do; do as I say.”
 
[Oh and I love the misappropriation of nerdspeak in this particular myth. Because as any engineer will tell you, multithreading is such a massive step down from single threading.]
 
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The point here is that we should prosecute every business myth. Why is each one so damn compelling and prone to be retold?  What holes in our souls do they fill?
 
In both the Amazon cases, it's the myth of heroic, billionaire-level success through focus and empowerment–  two things that we all so consistently lack that we’re eager to fill the emptiness with good storytelling.  
 
And look… this isn’t random mythbusting.  Analyzing these particular stories is actually instructive because they highlight a profound gap in leadership that’s worth active, daily reflection.  
 
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First ask yourself: what would it take for you to be (and not just feel) empowered?
 
Then— if you’re in management— apply that answer to those you serve:
 
How do we empower our employees?  
 
How do we keep that empowerment from drifting over time?  
 
How do we provide clarity and focus every day, if not every hour?
 
How do we demonstrate *as leaders* that we deserve a slice of that pie?