THE ROLE OF
MANAGEMENT
v	
  
HOW
WE
MANAGE
We don’t want just ‘managers’. We want
inspiring leaders, passionate coaches,
and tireless supporters. Managers exist
to h...
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
fire exceptionally well.
As in all things that require
continuous improvement,
this guide is aspirational.
And we often fail to
live up to everythi...
We also employ this
management guide up to
what we call the “maximally
permissible standard.”
In the work we do, sometimes
organization culture doesn’t supersede
the culture of the country we work in,
and sometimes t...
But we try to
minimize exceptions.
Because everything
is impossible until it isn’t.
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 workflo...
1
Context, not control
If something isn’t going well, it’s
always the job of the manager
to look in the mirror and ask,
“What context did I fail ...
That’s 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...
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
perform...
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 ...
Managers do not sacrifice
quality for social cohesion, and
they see courage as the path
through conflict to learning.
3
Refactor
Complexity is easy.
Simplicity is hard.
People ignore complexity.
People enjoy simplicity.
Complexity makes work feel like...
It’s the job of all managers
to “refactor” their team
or department continuously.
It’s a software term that
means “change ...
Management is responsible
for reducing complexity through
consistent identification and
removal of bad process, useless
rep...
Otherwise, complexity and
bureaucracy flourish
and performance suffers.
4
Accelerate mastery of workflow
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 first:
dribbling, passin...
Fundamentals in our
work are navigation and
fluency 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
c...
5
Model our For-Impact Culture Code
Managers are inspiring leaders and exhibit
EXPEDITION
BEHAVIOR	
  
This means putting
the group’s goals and mission
first, and showing the same
amount of concern for others
as you do yoursel...
Even when it’s
uncomfortable or
extremely challenging
to do so.
They inspire by living our
For-Impact Culture Code
in dail...
MANAGEMENT
SYSTEMS
Asana is the backbone of how we get
work done together across multiple sites
(but equally important within one office).
This...
Small Improvements is the
performance evaluation
tool we use to set 30-day plans for
new team members, conduct one
360 deg...
BambooHR is the Human Resources
Management System we use to
quickly and elegantly access all sorts
of features related to ...
We believe in making this a
consistent, short, recurring
conversation over a very
short window of time.
Managers meet with...
MANAGEMENT
TECHNIQUES
OPEN STRATEGY
Using Asana, everyone can see the
organization’s agreed-upon strategy
for the year.
OPEN QUARTERLY DASHBOARD
Using Asana, we produce quarterly reports for
key metrics across all areas of the organization.
T...
AREAS OF RESPONSIBILITY
We extract the key role responsibilities from
each team member’s contract and compile
them for eac...
DAILY STANDING MEETING
We hold a 15-minute standing meeting every
morning. It only has 2 goals.
1.  To share something goo...
DAILY COMMITMENT
We create a daily commitment that is “big
enough to matter, small enough to ship”
before we go to bed.
Us...
NO MEETING WEDNESDAY
No external meetings.
No internal meetings.
It’s the day to get out of everyone’s way and
be highly f...
WORKFLOW VIDEO SERIES
For areas of our workflow that benefit from
a quick visual demonstration, we have built a
visual libra...
LUNCH AND LIFEHACK
Consistent with the manager’s goal to
“accelerate mastery of workflow,” we
have two lunches a month wher...
IDEA SHARING
In Asana there is a space for posting topics
which require feedback. This is where team
members can surface a...
RECIPROCITY RING
Also in Asana, there is a space where we
can be a team of givers and make our
teammates’ lives easier.
An...
Thanks to the many exceptional teams and individuals who influence our evolving
for-impact culture. We recommend reading th...
SIGN UP FOR OUR
MAILING LIST
RECEIVE PATIENT
STORIES, CRUCIAL
IMPACT DATA, AND
MORE:
JOIN US	
  
SIGN ME UP
OUR OFFICES
USA
17 W. 17th Street, 7th Floor
New York, NY 10011
NEPAL
Badelgada, Ridikot-2
Achham, Nepal
GENERAL INQUIRIES...
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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.

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  • The Role of Management at Possible

    1. 1. THE ROLE OF MANAGEMENT
    2. 2. v   HOW WE MANAGE
    3. 3. We don’t want just ‘managers’. We want inspiring leaders, passionate coaches, and tireless supporters. Managers exist to help individual stars make magic. - The HubSpot Culture Code   We’re a team, not a family. We hire, develop and cut smartly so we have stars in every position. - Netflix  
    4. 4. At Possible when you take away “what” we do, we are really a human resources organization.
    5. 5. We can only deliver great healthcare if we can recruit, hire, orient, manage, and fire exceptionally well.
    6. 6. As in all things that require continuous improvement, this guide is aspirational. And we often fail to live up to everything we share here.
    7. 7. We also employ this management guide up to what we call the “maximally permissible standard.”
    8. 8. In the work we do, sometimes organization culture doesn’t supersede the culture of the country we work in, and sometimes technology isn’t widely available enough to use the exact same systems in all areas.
    9. 9. But we try to minimize exceptions. Because everything is impossible until it isn’t.
    10. 10. The “meta-goal” of managers is always to get REMARKABLE RESULTS
    11. 11. At Possible, we use these to guide the roles of managers
    12. 12. GOALS OF MANAGEMENT 1.  Context, not control 2.  Turn friction into learning 3.  Refactor 4.  Accelerate mastery of workflow 5.  Model our for-impact culture code
    13. 13. 1 Context, not control
    14. 14. If something isn’t going well, it’s always the job of the manager to look in the mirror and ask, “What context did I fail to set?”
    15. 15. That’s because we believe management should set outstanding context for talented team members, not control them.
    16. 16. 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.”
    17. 17. Great talent performs better when they are given proper CONTEXT  
    18. 18. Control should be used sparingly in emergent situations or temporarily to compensate for low performers (until the performers are replaced).
    19. 19. 2 Turn friction into learning
    20. 20. Great managers increase “discussability” of hard issues team members are struggling with.
    21. 21. 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.
    22. 22. Managers do not sacrifice quality for social cohesion, and they see courage as the path through conflict to learning.
    23. 23. 3 Refactor
    24. 24. 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.
    25. 25. It’s the job of all managers to “refactor” their team or department continuously. It’s a software term that means “change the internal structure without changing the external behavior.”* Think of it as pruning. * Tip from HubSpot
    26. 26. Management is responsible for reducing complexity through consistent identification and removal of bad process, useless reports, and nonsense rules.
    27. 27. Otherwise, complexity and bureaucracy flourish and performance suffers.
    28. 28. 4 Accelerate mastery of workflow
    29. 29. We believe in EFFICIENCY as a moral must
    30. 30. That means we are obsessed with using simple tech tools to trim the time it takes to do “work about work.”
    31. 31. This allows team members to maximize their talent and have a life outside of work while still achieving remarkable results.
    32. 32. Think of the manager as the coach of a basketball team.
    33. 33. If the coach was building a championship team, he would ensure his players master the fundamentals first: dribbling, passing, shooting, and continuous improvement through practice.
    34. 34. Fundamentals in our work are navigation and fluency in things like Gmail, Asana, and Dropbox.
    35. 35. 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.
    36. 36. 5 Model our For-Impact Culture Code
    37. 37. Managers are inspiring leaders and exhibit EXPEDITION BEHAVIOR  
    38. 38. This means putting the group’s goals and mission first, and showing the same amount of concern for others as you do yourself.
    39. 39. Even when it’s uncomfortable or extremely challenging to do so. They inspire by living our For-Impact Culture Code in daily practice.
    40. 40. MANAGEMENT SYSTEMS
    41. 41. Asana is the backbone of how we get work done together across multiple sites (but equally important within one office). This is the tool we use to define “who will do what by when” for every- thing from single self-assigned tasks to complex, long-term projects.
    42. 42. 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.
    43. 43. 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.
    44. 44. 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.
    45. 45. MANAGEMENT TECHNIQUES
    46. 46. OPEN STRATEGY Using Asana, everyone can see the organization’s agreed-upon strategy for the year.
    47. 47. OPEN QUARTERLY DASHBOARD Using Asana, we produce quarterly reports for key metrics across all areas of the organization. This is visible to everyone.
    48. 48. AREAS OF RESPONSIBILITY We extract the key role responsibilities from each team member’s 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.
    49. 49. 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 fulfill before going to bed at night.
    50. 50. 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.
    51. 51. NO MEETING WEDNESDAY No external meetings. No internal meetings. It’s the day to get out of everyone’s way and be highly focused on complex work without distraction. We find that having it in the middle of the week brings a lot of relief and balances build up before Wednesday and execution after.
    52. 52. WORKFLOW VIDEO SERIES For areas of our workflow that benefit from a quick visual demonstration, we have built a visual library of short videos showing how to execute certain things related to our tools.
    53. 53. LUNCH AND LIFEHACK Consistent with the manager’s goal to “accelerate mastery of workflow,” we have two lunches a month where team members present interesting lifehacks that have helped them in their personal or professional lives.
    54. 54. 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.
    55. 55. 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.
    56. 56. Thanks to the many exceptional teams and individuals who influence our evolving for-impact culture. We recommend reading their work for more insights. asana.com hubspot.com netflix.com managementcenter.org giveandtake.com
    57. 57. SIGN UP FOR OUR MAILING LIST RECEIVE PATIENT STORIES, CRUCIAL IMPACT DATA, AND MORE: JOIN US   SIGN ME UP
    58. 58. OUR OFFICES USA 17 W. 17th Street, 7th Floor New York, NY 10011 NEPAL Badelgada, Ridikot-2 Achham, Nepal GENERAL INQUIRIES answers@possiblehealth.org DONATIONS donations@possiblehealth.org PRESS media@possiblehealth.org CONTACT US  
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