Aaron Dignan had a nice little 2016 post titled “New Years Resolutions for the Organization”. In it he outlines 5 resolutions organizations could/should take advantage of. I was particularly interested in number 3: Ditch Executive Reviews.
Ditch executive reviews. We have noticed a disturbing trend lately — one where employees view a meeting with senior management AS AN ACTUAL MILESTONE for their project. Not a technical breakthrough. Not an initial shipment. Not a new retail partner. A meeting. A meeting where someone who has less visibility than they do (but hopefully more experience) can influence the fate of their most important project. This signals two problems: first, that the organization still believes in command-and-control decision making, and second, that employees have become so immersed in it they’ve assimilated it as reality. Instead of perpetuating this phenomenon, try asking your teams to work transparently, using tools like Trello and Slack, and share their learnings and metrics regularly (weekly?) in a public place — not just for management, but for everyone. You’ll be amazed what happens next. Not chaos, but true social accountability and a lot more progress. Your job as a leader is no longer about deciding… it’s about making (and protecting) the space for healthy self-organization.
This was particularly interesting to me for two reasons: One, I’m an executive and would love to be able to get away from these and two, the relationship between platforms like Percolate, Slack, Asana, etc. and the ability to make this happen. What I mean by the latter is that the transparency created by workflow tools and platforms allows for a more streamlined way of working. Because I can monitor the entire progress of a project (at Percolate we use Percolate to manage the product development process as well), ideally we can skip the big presentation (and more important the reveal) at the end. Instead, both managers and team members can contribute throughout the life of the project. What’s more, if they don’t contribute that is on them, not on the person who didn’t present the final plan. Obviously there are challenges with keeping up with every moving piece, but that’s kind of the point — keeping up with every moving piece is a fool’s game and the only way to be successful within the organization is to distribute decision-making and trust teams to work independently.
One of the most amazing parts of starting Percolate has been the time I’ve gotten to spend with engineers. During that I’ve noticed some interesting patterns as engineers move from individual contributors to managers. I wrote up a thing for TechCrunch on some of those observations and ideas.
Here’s a bit on scale:
Essentially the job of being a manager, beyond the human side (which I’ll get to, I swear), is about building a system of people. As you’re growing a company you should absolutely be thinking about how to make this system scalable. On this point, specifically, you need to think about every decision and task you take control of and how that would work if you had 20 more people reporting to you. Micromanagement, in other words, is bad engineering on your part, not bad behavior on the part of the employee you’re managing (no matter how much you think you could solve that problem better or faster).
Read the rest over at TechCrunch.
I really enjoyed this whole post by Mark Burgess, founder of CFEngine, on the difference between the centralized brain model and the decentralized society model. It articulates a lot of core ideas about complexity theory and emergence by offering the simple brain/society analogy. As the article explains:
A brain model is a signalling model. Signals are transmitted from a common command-and-control centre out to the provinces of an organism, and messages are returned to allow feedback. … The alternative to a brain model is what I’ll call a society model. … There can be cooperation between the parts (often called institutions or departments, communities or towns, depending on whether the clustering is logical or geographical).
As he concludes, “Societies scale better than brain models, because they can form local cells that interact weakly at the edges, trading or exchanging information. If one connection fails, it does not necessarily become cut off from the rest, and it has sufficient autonomy to reconfigure and adapt.”
With all that said, though, what I found most interesting was this point about why big organizations get slower:
Our ability to form and maintain relationships (knowledge) with remote parts depends on them being local. Long distance relationships don’t work as well as short distance ones! Certainly, this depends on the speed of responses. If messages take longer to send and receive, then an organism can react more slowly, so scaling up size means scaling down speed, and vice versa. This certainly fits with our knowledge of the animal kingdom (another centralized management expression!). Large animals like whales and elephants are slower than smaller creatures like insects. The speed of impulses in our bodies is some six orders of magnitude slower than the speed of light, so we could build a very big whale using photonic signalling.
It’s a simple but vivid explanation. The answer, which many have realized, is to attempt to solve this by moving your organizational model closer to that of a society, where decisions can be made independently at the edges. Of course, as the metaphor illustrates, we’re intimately familiar with the centralized (brain) model, so it’s easier said than done.
This Tweet/post of mine really blew up and I thought I would share it here as well. When we first started Percolate I wanted to make sure that we didn’t become a company that became taken over by meetings as we grew. To that end I set a few simple rules in place, most important of which was that no phones or computers were allowed in meetings. Below are the rules or you can check out the whole post at the Percolate blog.
I was reading this speech from Andy Grove, Intel chairman, from 1998 and while the whole thing is a bit hard to read, this bit about strategic inflection points and competition was quite interesting:
Some key warning signs that hint that the change you are dealing with make a Strategic Inflection Point is when it is clear to you that all of a sudden the company or the entity that you worry about has shifted. You have dealt with one particular company or establishment as a competitor all your life and all of a sudden you don’t care about them, you care about what somebody else thinks. I have this mental silver bullet test. If you had one bullet, who would you shoot with it? If you change the direction of the gun, that is one of the signals that you may be dealing with something more than an ordinary shift in the competitive landscape.