More brains don't necessarily lead to better ideas. When it came to leading meetings, Jobs had no qualms about tossing the least necessary person out of the room.
An excerpt from Insanely Simple: The Obsession That Drives Apple’s Success:
One particular day, there appeared in our midst a woman from Apple with whom I was unfamiliar. I don’t recall her name, as she never appeared in our world again, so for the purposes of this tale, I’ll call her Lorrie. She took her seat with the rest of us as Steve breezed into the boardroom, right on time. Steve was in a sociable mood, so we chatted it up for a few minutes, and then the meeting began. “Before we start, let me just update you on a few things,” said Steve, his eyes surveying the room. “First off, let’s talk about iMac–” He stopped cold. His eyes locked on to the one thing in the room that didn’t look right. Pointing to Lorrie, he said, “Who are you?”
Lorrie was a bit stunned to be called out like that, but she calmly explained that she’d been asked to attend because she was involved with some of the marketing projects we’d be discussing. Steve heard it. Processed it. Then he hit her with the Simple Stick. “I don’t think we need you in this meeting, Lorrie. Thanks,” he said. Then, as if that diversion had never occurred–and as if Lorrie never existed–he continued with his update. So, just as the meeting started, in front of eight or so people whom Steve did want to see at the table, poor Lorrie had to pack up her belongings, rise from her chair, and take the long walk across the room toward the door. Her crime: She had nothing to add.
Simplicity's Best Friend: Small Groups of Smart People
Start with small groups of smart people–and keep them small. Every time the body count goes higher, you’re simply inviting complexity to take a seat at the table. The small-group principle is deeply woven into the religion of Simplicity. It’s key to Apple’s ongoing success and key to any organization that wants to nurture quality thinking. The idea is pretty basic: Everyone in the room should be there for a reason. There’s no such thing as a “mercy invitation.” Either you’re critical to the meeting or you’re not. It’s nothing personal, just business.
Steve Jobs actively resisted any behavior he believed representative of the way big companies think–even though Apple had been a big company for many years. He knew that small groups composed of the smartest and most creative people had propelled Apple to its amazing success, and he had no intention of ever changing that. When he called a meeting or reported to a meeting, his expectation was that everyone in the room would be an essential participant. Spectators were not welcome.
This was based on the somewhat obvious idea that a smaller group would be more focused and motivated than a large group, and smarter people will do higher quality work. For a principle that would seem to be common sense, it’s surprising how many organizations fail to observe it. How many overpopulated meetings do you sit through during the course of a year? How many of those meetings get sidetracked or lose focus in a way that would never occur if the group were half the size? The small-group rule requires enforcement, but it’s worth the cost.
Remember, complexity normally offers the easy way out. It’s easier to remain silent and let the Lorries of the world take their seats at the table, and most of us are too mannerly to perform a public ejection. But if you don’t act to keep the group small, you’re creating an exception to the rule–and Simplicity is never achieved through exceptions. Truthfully, you can do the brutal thing without being brutal. Just explain your reasons. Keep the group small.
Prior to working with Steve Jobs, I worked with a number of more traditional big companies. So it was a shock to my system (in a good way) when I entered Steve’s world of Simplicity. In Apple’s culture, progress was much easier to attain. It was also a shock to my system (in a bad way) when I left Steve’s world and found myself suffering through the same old issues with more traditional organizations again.
Out in the real world, when I talk about small groups of smart people, I rarely get any pushback. That’s because common sense tells us it’s the right way to go. Most people know from experience that the fastest way to lose focus, squander valuable time, and water down great ideas is to entrust them to a larger group. Just as we know that there is equal danger in putting ideas at the mercy of a large group of approvers.
One reason why large, unwieldy groups tend to be created in many companies is that the culture of a company is bigger than any one person. It’s hard to change “the way we do things here.” This is where the zealots of Simplicity need to step in and overcome the inertia. One must be judicious and realistic about applying the small-group principle. Simply making groups smaller will obviously not solve all problems, and “small” is a relative term. Only you know your business and the nature of your projects, so only you can draw the line between too few people and too many. You need to be the enforcer and be prepared to hit the process with the Simple Stick when the group is threatened with unnecessary expansion.