The Role of Management at Possible

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At Possible our managers are innovators that inspire team members to create remarkable results. Read more about the role of management at Possible and the systems we use to create efficient, effective work.

Transcript of The Role of Management at Possible

  • We dont want just managers. We want inspiring leaders, passionate coaches, and tireless supporters. Managers exist to help individual stars make magic. - The HubSpot Culture Code Were a team, not a family. We hire, develop and cut smartly so we have stars in every position. - Netix
  • At Possible when you take away what we do, we are really a human resources organization.
  • We can only deliver great healthcare if we can recruit, hire, orient, manage, and re exceptionally well.
  • As in all things that require continuous improvement, this guide is aspirational. And we often fail to live up to everything we share here.
  • We also employ this management guide up to what we call the maximally permissible standard.
  • In the work we do, sometimes organization culture doesnt supersede the culture of the country we work in, and sometimes technology isnt widely available enough to use the exact same systems in all areas.
  • But we try to minimize exceptions. Because everything is impossible until it isnt.
  • The meta-goal of managers is always to get REMARKABLE RESULTS
  • At Possible, we use these to guide the roles of managers
  • GOALS OF MANAGEMENT 1. Context, not control 2. Turn friction into learning 3. Refactor 4. Accelerate mastery of workow 5. Model our for-impact culture code
  • 1 Context, not control
  • If something isnt going well, its always the job of the manager to look in the mirror and ask, What context did I fail to set?
  • Thats because we believe management should set outstanding context for talented team members, not control them.
  • Provide role clarity, make strategy widely available and understood, identify key metrics for success, set goals, and help separate must-haves from nice-to-haves.
  • Great talent performs better when they are given proper CONTEXT
  • Control should be used sparingly in emergent situations or temporarily to compensate for low performers (until the performers are replaced).
  • 2 Turn friction into learning
  • Great managers increase discussability of hard issues team members are struggling with.
  • They catch problems when the problems are just creating friction, before they explode. And they encourage team members to identify direct, healthy solutions that do not include gossip or politics.
  • Managers do not sacrice quality for social cohesion, and they see courage as the path through conict to learning.
  • 3 Refactor
  • Complexity is easy. Simplicity is hard. People ignore complexity. People enjoy simplicity. Complexity makes work feel like a burden. Simplicity makes work feel like progress.
  • Its the job of all managers to refactor their team or department continuously. Its a software term that means change the internal structure without changing the external behavior.* Think of it as pruning. * Tip from HubSpot
  • Management is responsible for reducing complexity through consistent identication and removal of bad process, useless reports, and nonsense rules.
  • Otherwise, complexity and bureaucracy ourish and performance suers.
  • 4 Accelerate mastery of workow
  • We believe in EFFICIENCY as a moral must
  • That means we are obsessed with using simple tech tools to trim the time it takes to do work about work.
  • This allows team members to maximize their talent and have a life outside of work while still achieving remarkable results.
  • Think of the manager as the coach of a basketball team.
  • If the coach was building a championship team, he would ensure his players master the fundamentals rst: dribbling, passing, shooting, and continuous improvement through practice.
  • Fundamentals in our work are navigation and uency in things like Gmail, Asana, and Dropbox.
  • They evangelize by sharing ideas for improving how quickly we can get work done and maximize potential. Managers are our champions of how well people use these tools.
  • 5 Model our For-Impact Culture Code
  • Managers are inspiring leaders and exhibit EXPEDITION BEHAVIOR
  • This means putting the groups goals and mission rst, and showing the same amount of concern for others as you do yourself.
  • Even when its uncomfortable or extremely challenging to do so. They inspire by living our For-Impact Culture Code in daily practice.
  • Asana is the backbone of how we get work done together across multiple sites (but equally important within one oce). This is the tool we use to dene who will do what by when for every- thing from single self-assigned tasks to complex, long-term projects.
  • Small Improvements is the performance evaluation tool we use to set 30-day plans for new team members, conduct one 360 degree review each year, and two performance evaluations.
  • BambooHR is the Human Resources Management System we use to quickly and elegantly access all sorts of features related to the team and individual members.
  • We believe in making this a consistent, short, recurring conversation over a very short window of time. Managers meet with those they manage for 45 minutes every week. This is where the goals of management get accomplished.
  • OPEN STRATEGY Using Asana, everyone can see the organizations agreed-upon strategy for the year.
  • OPEN QUARTERLY DASHBOARD Using Asana, we produce quarterly reports for key metrics across all areas of the organization. This is visible to everyone.
  • AREAS OF RESPONSIBILITY We extract the key role responsibilities from each team members contract and compile them for each department of the organization. Using Asana, this is fully visible to everyone on the team and gives people a clear map for who to approach for certain AoRs.
  • DAILY STANDING MEETING We hold a 15-minute standing meeting every morning. It only has 2 goals. 1. To share something good. 2. Convey the one commitment you will fulll before going to bed at night.
  • DAILY COMMITMENT We create a daily commitment that is big enough to matter, small enough to ship before we go to bed. Using Asana, that commitment is visible to the whole team.
  • NO MEETING WEDNESDAY No external meetings. No internal meetings. Its the day to get out of everyones way and be highly focused on complex work without distraction. We nd that having it in the middle of the week brings a lot of relief and balances build up before Wednesday and execution after.
  • WORKFLOW VIDEO SERIES For areas of our workow that benet from a quick visual demonstration, we have built a visual library of short videos showing how to execute certain things related to our tools.
  • LUNCH AND LIFEHACK Consistent with the managers goal to accelerate mastery of workow, we have two lunches a month where team members present interesting lifehacks that have helped them in their personal or professional lives.
  • IDEA SHARING In Asana there is a space for posting topics which require feedback. This is where team members can surface any idea at any time. This ensures that ideas from all parts of the organization are seen and documented.
  • RECIPROCITY RING Also in Asana, there is a space where we can be a team of givers and make our teammates lives easier. Any needs, personal or professional, can be posted here.
  • Thanks to the many exceptional teams and individuals who inuence our evolving for-impact culture. We recommend reading their work for more insights.
  • OUR OFFICES USA 17 W. 17th Street, 7th Floor New York, NY 10011 NEPAL Badelgada, Ridikot-2 Achham, Nepal GENERAL INQUIRIES [email protected] DONATIONS [email protected] PRESS [email protected] CONTACT US