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Sales Culture


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  • Revised:Orlando Words
  • Orlando: Leave this out … will harm culture
  • Added Orlando words
  • Orlando: You empower those that work for you (this is in leadership)
  • Orlando thoughts: Support innovation through empowerment. Fail quickly Share success Be different – do different Innovation is grass roots
  • Orlando: CA first, Team second, Self last … in all we do inside and outside our company to inspire customer loyalty and delight. (should this be in next slide on Team Spirit?)
  • Orlando: Work Hard, Play Hard, Win BIG
  • Orlando: Market Based (local) decision making Move fast Don’t be afraid to decide – don’t wait for others to decide Stop analysis paralysis
  • Orlando: Your decisions and communications will not be overturned by other leaders. Other leaders will not skip level 3-4-5 levels to drive their own agenda and create miscommunication across our enterprise.
  • Orlando: Productivity not Activity. Vocation not Avocation. Results not Busy Work. Impact not Appearing Active.
  • Orlando: With no fear of retaliation or politically becoming an outcast or marked as a problem within the institution. If we desire to have people actually deliver the traits of courage, our culture has to support it. Today it does not, neither top-down nor across.
  • Orlando: You set the example in all that you do
  • Orlando: A little over the top and not necessary for what we are trying to accomplish. May come off like the cub scouts or girl scouts type of thing. This is a senior leadership team in the largest IT management company in the world. Keep it intellectual.
  • Orlando: Not sure what this means or what the point is.
  • Orlando: It all starts with people. We strive to hire and retain the best.
  • Orlando: Net necessary and don’t get it.
  • Orlando: Don’t know. I have been hit hard for sports and war analogies. That said, maybe some are too soft for our culture because we are a high performing athlete when the sum of our parts is optimized and in shape.
  • Orlando: If someone on your team wore the other team’s jersey tomorrow, would you fear them?
  • Orlando: Don’t get this severance point. Can’t perform and the conditions in which the individual is asked to perform are honestly that due of high performance – manage them up or out.
  • Orlando: Don’t get this either
  • Orlando: Productivity is our measure of performance through results. Activity without results is busy work and deserves no reward.
  • Orlando: Who is the profile you are really after here? Say it. Brilliant Jerks is too open to interpretation. Idiot Savant?
  • Orlando: The highest W2 earners are proven to spend minimum 3 hours a day with clients (use a stopwatch and determine where you fall.) Every time you start a conversation with a client start the watch. As soon as it ends, stop the watch. At the end of the day, take an honest look at your metric. Those that spend less than 3 hours a day talking to clients are average and below average W2 earners.
  • Orlando: Are they really? If you say this, you better have those strategies vetted by the employees and garner support before you announce them or this will become water cooler fodder. Let’s face it – not all corporate strategies are viewed as reality by the infantry in the trenches. Those in the glass house have no idea on reality type syndrome.
  • Orlando: Opinions and gut calls should be proved fact with the data. Don’t paralyze the organization from making decisions in timely manner (sometimes split second) to remain innovated, empowered and competitive.
  • Orlando: If you are going to say it. You have to deliver it and live it. CA is not ready for this level of commitment.
  • Orlando: Red or Green – there is no Yellow
  • Orlando: Making target is not enough. We strive to exceed in every metric, measure and category of our business.
  • Orlando: This is not grounded in reality
  • Orlando: Never, Never, Never Give Up – Winston Churchill
  • Orlando: Do not assume. If you want to assume – assume you have lost or are in the losing position
  • Starting here are the “contentious” beliefs!!!
  • More contention
  • Transcript

    • 1. NA Sales Culture
    • 2. Culture Defined
      We define Culture as the combination of values, principles, and behaviors that, taken together, provide a NA Sales environment where we attract, develop and retain the best resulting in a highly motivated and innovative workforce that promotes CA’s Core Values and attainment of CA’s strategies and objectives.”
    • 3. NA Sales Culture
      Our Values
      Our Principles
      Our Beliefs
    • 4. NA Sales Culture
      Our 9 Values
      Our 8 Principles
      Our Beliefs
    • 5. You can see real company values by who gets rewarded, promoted, or let go
    • 6. Real values are the behaviors and skills that we value in fellow employees
      High Performance
      One Team
    • 7. Respect for People
      You are open, honest and ethical
      You assume positive intent in others
      You are quick to admit mistakes
      You are non-political when you disagree with others
      You only say things about fellow employees you will say to their faces
    • 8. Consistently Innovate and Advance
      You remove roadblocks
      You reward intelligent risk taking
      You create new ideas that prove useful
      You challenge prevailing assumptions when warranted and suggest better approaches
      You make wise decisions despite ambiguity
    • 9. Inspire Customer Loyalty
      You are dedicated to outstanding quality
      You do the right thing for our customers
      You seek to understand our strategy, market, and customers
      You are broadly knowledgeable about business, technology and our customer’s needs
    • 10. Create Amazing Team Spirit
      You have fun and work hard
      You deliver on promises
      You seek what is best for CA, rather than best for yourself or your function
      You make time to help your colleagues
      You share information openly and proactively
    • 11. You identify root causes, and get beyond treating symptoms
      You pursue issues to discover practical solutions to hard problems
      You think strategically, and can articulate what you are, and are not, trying to do
      You smartly separate what must be done well now, and what can be improved later
    • 12. You listen well, instead of reacting fast, so you can better understand
      You are concise and articulate in speech and writing
      You are known for candor and directness
      You treat people with respect independent of their status or disagreement with you
      You maintain calm poise in stressful situations
    • 13. You accomplish amazing amounts of important work
      You demonstrate consistently strong performance so colleagues can rely upon you
      You learn rapidly and eagerly
      You focus on great results rather than on process
      You exhibit bias-to-action, and avoid analysis-paralysis
    • 14. You tactfully say what you think even if it is controversial
      You make tough decisions without excessive agonizing
      You take smart risks even when the choice not to do so is open
      You question actions inconsistent with our values

    • 15. You inspire others with your thirst for excellence
      You care intensely about CA’s success
      You celebrate wins
      You are relentless
      You are the example
    • 16. “You question actions that are inconsistent with our values”
      Part of the Courage value
      Akin to the honor code pledge:
      “I will not lie, nor cheat, nor steal, nor tolerate those who do.”
      All of us are responsible for value consistency

    • 17. Values reinforced in hiring, in 360° reviews, at comp reviews, in exits, and in promotions

    • 18. NA Sales Culture
      Our 9 Values
      Our 8 Principles
      Our Beliefs
    • 19. Principle 1. High Performance from Everyone
      Imagine if every person in CA NA Sales is someone you respect and learn from…
    • 20. Like every company,
      we try to hire well and retain the best
      Principle 1. High Performance from Everyone
    • 21. But, unlike many companies, we practice “adequate performance gets a generous severance package.”
      Principle 1. High Performance from Everyone

    • 22. We’re a team, not a family
      We’re like a pro sports team, not a kid’s recreational team
      Coaches’ job at every level of CA to hire, develop and cut smartly, so we have starts in every position
      Principle 1. High Performance from Everyone

    • 23. Principle 1. High Performance from Everyone
      The Keeper Test Managers Use:
      “Which of my people, if they told me they were leaving in two months for a similar job at a peer company, would I fight hard to keep at CA?”
    • 24. The other people should get a generous severance now, so we can open a slot to try to find a star for that role
      The Keeper Test Managers Use:
      “Which of my people, if they told me they were leaving in two months for a similar job at a peer company, would I fight hard to keep at CA?”
      Principle 1. High Performance from Everyone

    • 25. Honesty Always
      To avoid surprises, you should periodically ask your manager: “If I told you I were leaving, how hard would you work to change my mind to stay at CA?”
      Principle 1. High Performance from Everyone

    • 26. What about Loyalty?
      What about Hard Workers?
      What about Brilliant Jerks?
      Principle 1. High Performance from Everyone
    • 27. Principle 1. High Performance from Everyone
      Loyalty is Good
      Loyalty is good as a stabilizer
      People have been stars for us, and hit a bad patch, get a near term pass because we think they are likely to become stars for us again
      We want the same: if CA hits a temporary bad patch, we want people to stick with us
      But unlimited loyalty to a shrinking company or to an ineffective employee, is not what we are about
    • 28. Principle 1. High Performance from Everyone
      Hard Work – Not Directly Relevant
      It’s about effectiveness – not effort – even though effectiveness is harder to assess than effort
      We don’t measure people by how many evenings or weekends they are in their cube
      We do try to measure people by how much, how quickly and how well they get work done – especially under deadline
    • 29. Brilliant Jerks
      Some companies tolerate them
      For us, the cost to teamwork is too high
      Diverse styles are fine – as long as the person embodies the 9 Values
      Principle 1. High Performance from Everyone

    • 30. Principle 1. High Performance from Everyone
      Why are we so manic on high performance?
      In procedural work, the best are 2x better than average
      In creative work, the best are 10x better than average, so huge premium on creating effective teams of the best
    • 31. Principle 1. High Performance from Everyone
      Why are we so manic on high performance?
      A Great Workplace is made up of
      Amazing Colleagues
    • 32. Principle 2. We are Grounded and Decisive
      Our strategies are grounded in reality

    • 33. Principle 2. We are Grounded and Decisive
      We deal with FACTS not opinions

    • 34. Principle 2. We are Grounded and Decisive
      Items discussed can be executed upon
      They’re not just theoretical
    • 35. Principle 2. We are Grounded and Decisive
      We use data effectively
      We draw conclusions
      No analysis paralysis

    • 36. Principle 3. Everything we do is Pass-Fail because…
      The outcome trumps the task
      We are Goal Driven
    • 37. Principle 3. Everything we do is Pass-Fail because…
      We are fanatical about goals
      We Keep Our Eye on the Ball
      We know how to block and tackle
    • 38. Principle 3. Everything we do is Pass-Fail because…
      We never let circumstances compromise our commitment to our goals
      We don’t rationalize mistakes.
      Can Do!

    • 39. Principle 4. We are Fast and Relentless, so
      We have outrageous urgency
      The Impossible is Possible
    • 40. Principle 4. We are Fast and Relentless, so
      We NEVER quit on a deal
      The Impossible is Possible
    • 41. Principle 4. We are Fast and Relentless, so
      We anticipate obstacles and plan for them
      The Impossible is Possible
    • 42. Principle 4. We are Fast and Relentless, so
      We prioritize our time to stay proactive
      Success@30 is our mantra
      The Impossible is Possible
    • 43. Principle 5. We are Committed
      We are committed to something bigger than self; to fellow team members, to the team or function or area, to the Areas and the NAs.
    • 44. Principle 5. We are Committed
      Leaders emerge from any position
    • 45. Principle 5. We are Committed
      We pull off the impossible
    • 46. Principle 5. We are Committed
      We imagine and take on the unconventional
    • 47. Principle 5. We are Committed
      We are creative
      There is always a better way
    • 48. Principle 6. We are Resilient
      We don’t require perfect circumstances for success
    • 49. Principle 6. We are Resilient
      Problems are opportunities in disguise
      Problems are opportunities to shine
    • 50. Principle 6. We are Resilient
      Change creates energy
      Resistance to change retards growth
    • 51. Principle 6. We are Resilient
      Challenges are motivation
    • 52. Principle 6. We are Resilient
      We are undaunted
      We are LEGENDARY
    • 53. Principle 7. We are Winners, who
      Thoughtfully pick battlegrounds…and then go all-in
    • 54. Principle 7. We are Winners, who
      Have high standards for deployment of finite resources
    • 55. Principle 7. We are Winners, who
      Set high standards of professionalism and demand compliance

    • 56. Principle 7. We are Winners, who
      Discipline to strip-line
    • 57. Principle 7. We are Winners, who
      Fanatical about organization charts and High Value Networking
      HVN is a daily HABIT
    • 58. Principle 7. We are Winners, who
      Not afraid to ask the tough questions
    • 59. Principle 8. We are Strategic Partners
      We have
      business acumen
    • 60. Principle 8. We are Strategic Partners
      Business Alignment templates are way of life
    • 61. Principle 8. We are Strategic Partners
      We speak in our customer’s language
    • 62. Principle 8. We are Strategic Partners
      We understand our customer’s business
    • 63. Principle 8. We are Strategic Partners
      We articulate future end-state and business outcomes
    • 64. Principle 8. We are Strategic Partners
      We are not afraid of financials and business metrics
      ROI is KING
    • 65. NA Sales Culture
      Our 9 Values
      Our 8 Principles
      Our Beliefs
    • 66. We believe that…
      Responsible People
      Thrive on Freedom
      And are Worthy of Freedom
    • 67. We believe that… The Responsible Person is
      Self motivating
      Self aware
      Self disciplined
      Self improving
      Acts like a leader
      Doesn’t wait to be told what to do
      Never feels “that’s not my job”
      Picks up the trash lying on the floor
      Behaves like an owner
    • 68. Our desire is to increase employee freedom, rather than limit it, and thereby continue to attract and nourish innovative people, so we have a better chance of long-term continued success
    • 69. With the Right People
      We can expectResponsibility,
      Innovation and Self-Discipline from each person and therefore provide more Freedom
      We believe that…
    • 70. Is Freedom Absolute?
      Are all rules and processes bad?
    • 71. Freedom is not absolute.
      Like “free speech”
      there are some
      limited expectations to
      “freedom at work”
    • 72. Two Types of Necessary Rules
      Prevent irrevocable disaster
      E.g. Financials produced are wrong
      E.g. Hackers steal our customers’ information
      Moral, ethical, legal issues
      E.g. Dishonesty, harassment are intolerable
    • 73. Mostly, Though, Rapid Recovery is the Right Model
      Just fix problems quickly
      High performers make very few errors
      We’re in a creative-inventive market, not a safety-critical market like medicine or nuclear power
      You may have heard preventing error is cheaper than fixing it
      Yes, in manufacturing or medicine, but…
      Not so in creative environments
    • 74. An example of Freedom and Responsibility
    • 75. Most companies have complex policies around what you can expense, how you travel, what gifts you can accept, etc.
      Plus they have whole departments to verify compliance with these policies.
    • 76. CA Policies for Expensing, Entertainment, Gifts and Travel:
      “Act in CA’s best interests”
      (5 words long)

    • 77. “Act in CA’s Best Interests”Generally Means…
      Expense only what you would otherwise not spend, and is worthwhile for work.
      Travel as you would if it were your own money.
      Disclose non-trivial vendor gifts.
      Take from CA only when it is inefficient to not take, and inconsequential.
      “taking” means, for example, printing personal documents at work or making personal calls on work phone: inconsequential and inefficient to avoid
    • 78. Freedom and Responsibility
      Many people say one can’t do it and scale
      But since going public in 2002, which is traditionally the beginning of the end for freedom, we’ve increased talent density and employee freedom substantially.

    • 79. Summary of Freedom and Responsibility:
      Minimize Rules.
      Inhibit Chaos With Ever More High Performance People.
      Flexibility Is More Important Than Efficiency In The Long Term.
    • 80. “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,
      Author of The Little Prince
      *translation uses ‘people’ instead of ‘men’ to modernize
      We believe that …
    • 81. The best managers figure out how to get great outcomes by setting the appropriate context, rather than by trying to control their people
      We believe in Empowerment
      It’s about
      Context, not Control
    • 82. Context not ControlProvide the insight and understanding to enable sound decisions
      Clearly-defined roles
      Knowledge of the stakes
      Transparency around decision-making
      Top-down decision-making
      Management approval
      Planning and process valued more than results
    • 83. Exceptions
      Control can be important in emergency
      No time to take long-term capacity-building view
      Control can be important when someone is still learning their area
      Takes time to pick up the necessary context
      Control can be important when you have the wrong person in a role
      Temporarily, no doubt
    • 84. Managers: When one of your talented people does something dumb, don’t blame them.
      Instead, ask yourself what context you failed to set.
    • 85. Managers: When you are tempted to “control” your people, ask yourself what context you could set instead.
      Are you articulate and inspiring enough about goals and strategies?
    • 86. Good Context
      Link to company/functional goals
      Relative priority (how important/how time sensitive)
      Critical (needs to happen now), or…
      Nice to have (when you can get to it)
      Level of precision and refinement
      No errors (credit card handling, etc.), or…
      Pretty good/can correct errors (website), or…
      Rough (experimental)
      Key stakeholders
      Key metrics/definitions of success
    • 87. Why Managing Through Context?
      High performance people will do better work if they understand the context
    • 88. Investing in Context
      This is why we are so open internally about strategies and results
    • 89. Highly Aligned, Loosely Coupled
      Three Models of Corporate Teamwork
      Tightly-Coupled Monolith
      Independent Silos
      Highly Aligned, Loosely Coupled
    • 90. Tightly-Coupled Monoliths
      Senior management reviews and approves nearly all tactics
      Lots of x-departmental buy-in meetings
      Keeping other groups in agreement has equal priority with pleasing customers
      Mavericks get exhausted trying to innovate
      Highly coordinated through centralization, but very slow, and slowness increases with size
    • 91. Independent Silos
      Each group executes on their objectives with little coordination
      Work that requires coordination suffers
      Alienation and suspicion between departments
      Only works well when areas are independent
      E.g. GE: aircraft engines and Universal Studios
    • 92. The NA Sales Choice
      Tightly-Coupled Monolith
      Independent Silos
      Highly Aligned, Loosely Coupled
    • 93. Highly Aligned, Loosely Coupled
      Highly Aligned
      Strategy and goals are clear, specific, broadly understood
      Team interactions are on strategy and goals rather than tactics
      Requires large investment in management time to be transparent and articulate and perceptive and open
      Loosely Coupled
      Minimal cross-functional meetings except to get aligned on goals and strategy
      Trust between groups on tactics without previewing/approving each one – groups can move fast
      Leaders reaching out proactively for ad-hoc coordination and perspective as appropriate
      Occasional post-mortems on tactics necessary to increase alignment
    • 94. Highly-Aligned Loosely Coupled teamwork effectiveness is dependent on high performance people and good context
      Goal is to be
      Big and Fast and Flexible
    • 95. We believe that …
      Pay Top of Market is Core to High Performance Culture
      One outstanding employee gets more done and costs less than two adequate employees
      We endeavor to have only outstanding employees
    • 96. Three Tests for Top of Market for a Person
      What could person get elsewhere?
      What would we pay for replacement?
      What would we pay to keep person?
      If they had a bigger offer elsewhere

    • 97. Employee Success
      It’s pretty ingrained in our society that the size of one’s raise is the indicator of how well one did the prior year – but at CA there are other factors too – namely, the outside market
      In our model, employee success is big factor in comp because it influences market value
      In particular, how much we would pay to keep the person
      But employee success is not the only factor in comp, so the linkage of prior year performance to raise size is weak
    • 98. Good For Each Employee To Understand Their Market Value
      It’s a healthy idea, not a traitorous idea, to understand what other firms would pay you, by interviewing and talking to peers at other companies
      Talk with your manager about what you find
      Minor exception: interviewing with groups that directly compete with CA, because their motive is in part confidential information
    • 99. In some time periods, in some groups, there will be lots of opportunity and growth at CA
      Some people, through both luck and talent, will have extraordinary career growth
      Promotions & Development
    • 100. Baseball Analogy: Minors to Majors
      Very talented people usually get to move up, but only true for the very talented
      Some luck in terms of what positions open up and what the competition is
      Some people move to other teams to get the opportunity they want
      Great teams keep their best talent
      Some minor league player keep playing even though they don’t move up because they love the game
    • 101. CA Doesn’t Have to be For Life
      In some times, in some groups, there may not be enough growth opportunity for everyone
      In which case we should celebrate someone leaving for a bigger job that we didn’t have available to offer them
      If that is what the person prefers
    • 102. Two Necessary Conditions for Promotion
      Job has to be big enough
      We might have an incredible manager of something, but we don’t need a director of it because the job isn’t big enough
      If the incredible manager left, we would replace with manager, not with director
      Person has to be a superstar in current role
      Could get the next level job here if applying from outside and we knew their talents well
      Could get the next level job at peer firm that knew their talents well
    • 103. Timing
      If manager would promote employee to keep them if employee were thinking of leaving, manager should promote now, and not wait
      Both tests still have to be passed
      Job big enough
      Superstar in current role
    • 104. Development
      We develop people by giving them the opportunity to develop themselves, by surrounding them with stunning colleagues and giving them big challenges to work on
      Mediocre colleagues or unchallenging work is what kills progress of a person’s skills
    • 105. Individuals should manage their own career paths, and not rely on a corporation for planning their careers
      Like retirement planning – safer as individual responsibility
    • 106. Individual’s economic security is based upon their skills and reputation
      We try hard to consistently provide opportunity to grow both
    • 107. Why is culture important?
      What is our culture trying to support?
    • 108. Culture is How a Firm Operates
      What practices give CA the best chance of continuous success for many generations of technology and people?
    • 109. Continuous Success =
      Continuous growth in revenue, profits and reputation
    • 110. Need a culture that supports rapid innovation and excellent execution
      Both are required for continuous growth
      There is tension between these two goals; between creativity and discipline
    • 111. Need a culture that supports effective teamwork of
      high-performance people
      High performance people and effective teamwork can be in tension also – stars have strong opinions
    • 112. Need a culture that avoids the rigidity, politics, mediocrity, and complacency that infects most organizations as they grow
    • 113. This slide deck is our current best thinking about maximizing our likelihood of continuous success
    • 114. Our culture is a work in progress
      Every year we try to refine our culture further as we learn more
    • 115. The End