Most rules have exceptions, yet you have got to set some rules for yourself you are not open to make exceptions to.
Values are such rules.
Consistency is everything when it comes to value. There’s always going to be good reasons to deviate from the path you set for yourself, but it’s sticking to it that makes your story unique and worth telling.
In a period in which everyone (rightfully) promotes remote and flexible work, and in which technology is at such a stage to make these things very possible, let’s not forget the importance of having a face-to-face chat, of getting to know the people you work with on a personal level, of being able to sit at the same table with others to crack a problem that’s preventing you from moving forward.
Human beings need these types of interaction, and it is strongly correlated to their motivation, engagement and to the quality of their work.
When we give feedback, in the same way as when we offer our help, the next best thing to do is to let it go.
Clinging to it is counterproductive, and most likely only the person receiving it knows if it’s going to help them or not.
By all means, give feedback. And then let it go.
No company intentionally goes against its interests, the so called shareholders value.
Some companies, though, pursue shareholders value in the long term. And not surprisingly, by doing so, they also manage to more positively contribute to the communities they operate in.
Other companies, instead, pursue shareholders value in the short term. And when doing that, it’s very challenging to also juggle the interests of people that happen to live where the company carries out its business.
A good example of the first type of company is Mars. In 2009, 2013, and 2016, Mars has interpreted a raising trend and has shrinked the size of their snacks, so that they could be consumed while still meeting general guidelines for the assumption of sugars. They have also doubled down on the effort by challenging some high level partnerships and campaigning to reduce weekly consumption of their products.
A good example of the second type of company is Facebook. Despite having been asked to take action for the negative effects on communities all over the world – from threatening western democracies to being a platform used for inciting genocide, from the horrific impact on mental health to the malicious inflation of ads metrics to fulfill their own agenda -, management sticks to their guns and refuses to translate a part of their financial success into effective measures to counter these (and other) problems.
A company is never expected to be a charity, and there are negative side effects to most products or services we are happy to live with. Yet the way business is done draws a clear line between the two types. As you build and grow (or help building and growing) your organisation, you should think about on what side you want it to be.
If you are lucky enough to see your company growing, or if you are an early stage employee at a growing company, here are four things for you to consider.
Four things I have consistently seen working when taken into account, or snowballing into disasters when disregarded.
As you promote people into managerial positions, make it crystal clear that their new priority is managing people. This requires a very different set of skills, and most likely some external training is needed. Do not assume that just because somebody is good at their job, or is an expert in a certain area, they will also be good bosses. If they are too busy, make space for them. They should not.
When somebody makes something that is very good for the company, make sure to take some time to acknowledge that and craft a story out of it. This is valid at many levels, and it is one of the responsibilities of leaders and managers to elaborate on why what was done matters, here and now, as well as to spread it. This is the behaviour you want more of.
At this point, you probably have some type of culture deck or presentation or brief. Put it to test, and change it as the company grows. Finding examples and stories (see also above) that resonate with the type of culture you want to establish is fundamental. Your culture lives, whether you want it or not, and it’s up to you to approach it strategically.
Finally, remove “good job” (and its variants “great work”, “amazing content”, “superb teamwork”, …) from the accepted phraseology. If something is truly good, make a commitment to say why it is so, and how it does serve the purpose of the organization at this stage. If it’s not, establish an environment in which candid criticism is accepted and not taken as a personal judgement of someone’s abilities.
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