upstart thoughts on talent and leadership

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Grownups at Work

In ! Kristy, Culture, Employee Tips, Leaders, Uncategorized on Tuesday, May 17, 2011 at 6:55 pm

It is my sincere belief that if we would talk to each other at work like grownups, plenty of problems would be solved. Here are just a few:

We’d spend a lot less time, money and angst on 360-degree feedback assessments. The assessment companies make a killing off of our inability to tell each other the truth about performance, reputation and whether or not we’re jerks.

We’d save even more time by streamlining performance management systems and processes. If you knew at any given time how you were measuring up to your manager’s expectations, a bunch of forms and a complex rating scale would be unnecessary.

Speaking of managers… They’d get a great deal of time back in their workday if people were talking to each other about their issues instead of playing the telephone game. That’s the game of telling on their colleague to their boss, who tells the other person’s boss, who tells the other person, vaguely, that “there’s been some feedback about you.” And that extra time could be spent growing and developing people! Cool!

The benefits are apparent, so why don’t we talk to each other candidly? Could be that we see it as the manager’s job… And the manager could be inadvertently reinforcing this notion per the previous paragraph. Could also be that we fear the other person’s potentially defensive reaction or their retaliation. Could be that we just don’t care enough about the success of the company, the team or the colleague to make the effort. Maybe we just plain don’t know how.

You can find some fabulous skill building on how to have a constructive conversation, so if that’s what you need, go for it. But at the end of the day it’s about taking a deep breath, finding a private moment, and saying what needs to be said in service of the success of all involved. Et voila, grownups at work!


Netflix, talent density and trust

In ! Kristy, Culture, Leaders, Uncategorized on Sunday, October 11, 2009 at 12:25 pm

I’m late to the Netflix culture slideshow conversation, but it pushed my thinking about talent, culture and leadership so far forward that it deserves a minute, even now.

If you haven’t checked it out yet, take a gander. Don’t freak at the slide count;  it’ll take you less than 10 minutes to read but will fill up your brain for days. It’s chock-full of common-sense, simple-but-not-easy concepts (who doesn’t love their vacation or travel expense policies?), but what stuck with me the most was the concept of talent density.

Simply put, when organizations grow more quickly than their percentage of high-performing employees, the density of their talent decreases. Growth breeds complexity, and where there is complexity, chaos tends to lurk, and fear of chaos leads organizations to create processes and policy manuals. We started small and freewheeling with 10 of 10 rockstars, but once we hit 100 employees we might only have 50 rockstars, and we can’t just randomly TRUST these people (can we?) so we need to let them know that Crocs are unacceptable workplace attire.

What’s the tipping point for policy and process? I imagine it, simplistically, as such: Joe Manager notices that Ed Employee is consistently late for work. Instead of 1) asking himself whether it’s really important that Ed be in the office at a certain time (and it may be, but not as often as you’d think),  and depending on the outcome of step 1, 2) having a tough conversation with Ed about why he needs to be on time, what might be getting in the way of his punctuality, and what the consequences will be if he continues to be late, what does Joe do? He calls HR and demands that an attendance policy be written so he can throw it at Ed — or better yet, have HR throw it at Ed.  Voila, an easy out for the hard work of being a people manager is born. This example is simplistic, but apply it to expense reporting, project management, vendor management, and the principle still applies: fear of chaos and destruction is the mother of process.

Are processes and policies inherently a bad thing? Absolutely not. Protecting an organization from liability is a noble and necessary function. And the intent of most processes and policies is always to increase efficiencies and decrease risk; no one gets up in the morning intending to gum up the works (do they?).

Unfortunately, when implementing process we ignore the unintended consequences that may very well outweigh the benefits. Guess what?  The people who joined your entrepreneurial, egalitarian, work-hard play-hard, innovative company hate process. They hate policies. And when they see that the form for requesting IT resources for their kickass new marketing strategy is going to take them three weeks to complete, and that they get nickel-and-dimed on the tip they gave the only taxi driver who stopped during the blizzard, one of two things will happen: 1) they will leave. Nah, you say, the economy sucks and there’s nowhere to go.  In that case, 2) they will stay and disengage and become a waste of oxygen and a downer to everyone who comes into contact with them. Neither option is particularly attractive, and both lead to a decrease in the percentage of stellar employees in your company.

Do you see the downward spiral starting? The less kick-ass employees, the more process and policy are needed to govern and direct and control. And the increase in bureaucracy drives the remaining great talent underground or out the door. Etcetera.

Which is why Netflix’s policy on expensing, entertainment, gifts and travel for salaried employees reads: “Act in Netflix’s best interests.”

This is where the finance people get apoplectic. You mean we have to trust every single salaried employee to manage their own expenses and not take advantage of the company? But we can’t do that. We can’t trust everyone!  Bring on the chaos and destruction!

Folks, if you can’t trust everyone in your company, identify who has proven themselves untrustworthy through example, fire them, and examine your hiring practices to find out how you ended up with untrustworthy people in the first place. And don’t replace them until you find someone you’d trust with your own PIN. And that’s the crux of the Netflix talent density theory: Never increase the size and complexity of your business faster than the strength and quality of your talent. Growing, and then scrambling for talent — or worse, hiring in haste — will always get you on the wrong side of this equation.

If you’ve read the Netflix manifesto, do you agree with my take? What else resonated with you?

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