Culture map2

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Culture Map


• Values• High Performance• Freedom and Responsibility• Agreement Loop• Minimize Rules• Promotions and Development• Context not Control

Culture Map


Display Great JudgmentBe honest Be humbleBe accountableBe frugalBe JHHAF-y

Values:


Display Great JudgmentValues:

You do what’s right, even when nobody is looking

You can determine what’s the most important thing and what can wait


Be HonestValues:

No surprises! -- As a leader, no one should be surprised of your views

It’s not just a leader’s responsibility, you should periodically ask your manager: “If I told you I was leaving, how hard would you work to change my mind?”

You treat people with respect by telling them how you really feel – in a healthy way

It’s better to tell people what your expectations are vs. thinking they’re better off by not having candid, crucial and often difficult conversations

Come from the heart


Be HumbleValues: Brilliant jerks are not tolerated


Be AccountableValues:

Make an objective commitment

Do what you say you’re going to do

High performers make commitments and have no problem adjusting those commitments for the right reasons


Be FrugalValues:This is not a culture of excess

Treat company resources as if you were paying for something out of your own pocket


One outstanding employee gets more done and costs less than two or three adequate employees

We endeavor to only have outstanding employees

High Performance


Great pay and benefits based on the market

No annual raise pools

It’s a good idea, not a traitorous one, to understand what other firms would pay you, and talking to peers at other companies

High Performance


How can you spot an “A” player• Self motivating• Self aware• Self improving• Acts like a leader• Picks up the trash on the floor• Isn’t afraid to make commitments• Regularly displays the company’s values

High Performance


Three tests for an “A” Player

1. What could person get elsewhere

2. What would we pay for a replacement

3. What would we pay to keep that person if they had a bigger offer elsewhere

High Performance


The “Keeper Test” - Which of my people if they were leaving for a similar job would I fight hard to keep?

The other people should get a severance package now so we can open a slot to try and find a star for that role

High Performance


Our culture isn’t right for everyone

Some people value job security and stability over high-performance

We need to strive in only attracting “A” players and helping the latter realize this isn’t right for them

High Performance


Freedom and Responsibility

High performance people thrive on freedom and are worthy of it

Big boys and girls program

They’re mindful of their co-workers and how their actions impact their teammates’ ability to do their job


Freedom and Responsibility

Vacation time is not tracked

You work where you want – it’s what’s best for you and your co-workers

Individuals who abuse this privilege are not “A” players

There are exceptions – example: operational roles that require coverage during specific hours at the office


Agreement Loop

3.) Adjust the commitment for the right reasons

4.) Meet the commitment

1.) Ask for a Commitment

2.) Make a Commitment


Minimize Rules

Excessive use of rules to mitigate manageable mistakes can kill company morale

High-performers are aware of consequences to their actions and will use proper judgment

Consistently setting and managing expectations should not be confused with the over use of rules and process


Minimize Rules

Some rules are necessary

Prevention of disasters

Financial oversight, loss of data, legal issues

Moral, ethical issues – dishonesty and harassment


Minimize Rules

F-up

Fess-up

Fast and fastidiously


Promotions and Development

Job has to be big enoughWe might have an incredible manager of something, but we don’t need a director of it because job isn’t big enough

If the incredible manager left, we would replace with a manager not a director

Person has to be a superstar in current role

If a manager would promote to prevent an employee from leaving, the manager should promote now instead of waiting



We develop people by giving them the opportunity to develop themselves, by surrounding them with great colleagues and giving them big challenges to work on

Mediocre colleagues or unchallenging work is what kills progress of a person’s skills

Formalized development is rarely effective and we don’t try to do it

Mentor assignment, rotation, career path, etc


High performance people are generally self-improving through experience, observation, introspection, reading and discussion

As long as they have stunning colleagues and big challenges to work on

We want people to manage their own career growth, and not rely on a corporation for “planning” their careers



Context not Control

“If you want to build a ship, don’t drum up the people to gather wood, divide the work and give orders.

Instead, teach them to yearn for the vast and endless sea.”

- Antoine De Saint-Exupery


Investing in context

Frequent communication about strategy, expected results and timelines

Who is THE accountable individual for a given task/goal

Who are the stakeholders

What does success look like – OBJECTIVELY

Clearly defined roles

METRICS

Context not Control


What does control look like

Committees

Planning and process valued more than results

Constant management approval

Top-down decision making

Can be important when someone is still learning

Is prevalent when you have the wrong person in a role

Context not Control

Culture map2

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