Creating a World-Class, Performance-Based Culture
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This presentation is from Affiliate Summit West 2018 (January 7 - January 9, 2018 in Las Vegas). Session description: Is your company culture admired or does it need improvement? Learn how to combine core values, open feedback and a performance focus to attract top talent and get recognized as a best place to work.
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Creating a World-Class, Performance-Based Culture
- 1. @accelerationpar CREATING A HEALTHY, HIGH-PERFORMANCE CULTURE ROBERT GLAZER | January 8th, 2018
- 2. @accelerationpar 5 YEARS AGO, I THOUGHT CORE VALUES AND CULTURE WERE BULL$@#T. 3 INTEGRITY RESPECT
- 3. AND THIS IS WHY 4 These values were not, however, what was really valued at Enron INTEGRITY COMMUNICATION RESPECT EXCELLENCE
- 4. @accelerationpar ENRON’S ACTUAL CORE VALUES 5 1. Take outsized risks 2. Lie, cheat and steal 3. Get ahead at all costs 4. Deflect responsibility These behaviors were how you got actually promoted at Enron!
- 5. 1. Your company’s operating system. 2. How your people make decisions when you are not in the room. 6 CUL∙TURE ˈKƏL-CHƏR:
- 6. @accelerationpar I WAS VERY INSPIRED BY THE NETFLIX CULTURE DECK 7
- 7. VISION THE BUILDING BLOCKS OF CULTURE 8 CORE VALUES ALIGNMENT Drive the digital marketing industry to be performance-based and change the work-life paradigm. Own It, Embrace Relationships, Excel & Improve Entrepreneurial Operation System (EOS/Traction)
- 8. @accelerationpar CORE VALUES IN ACTION 9 1. Hiring 2. Managing Out (firing) 3. Promotions 4. Clients 5. Key Decisions
- 9. @accelerationpar NICE vs COMPETENT MATRIX 10 COMPETENT NICE StarDanger JERK INCOMPETENT Brilliant Jerk
- 10. @accelerationpar HIGH PERFORMANCE vs GOOD HUMAN BEING (GHB) 11
- 11. @accelerationpar HIGH PERFORMANCE vs GHB 12
- 12. @accelerationpar THREE TRUTHS OF EMPLOYEES 13 1. People want to be treated with respect and dignity. 2. People want to know and can handle the truth. 3. Managers own the job of great teams.
- 13. @accelerationpar AP IS A CULTURE OF RESPECTFUL AUTHENTICITY 14 HIGH PERFORMANCE RESPECTFUL AUTHENTICITY GOOD HUMAN BEING
- 14. @accelerationpar CULTURE STARTS WITH HIRING… 15 1. Core Values 2. Aptitude & Attitude 3. Own Outcomes over Experience 4. Not Me
- 15. @accelerationpar CONSISTENT HIRING PROCESS 16 DEFINE & AGREE ON OUTCOMES SCREEN FOR VALUES TEST FOR APTITUDE STANDARDIZE & CONTROL PROCESS
- 16. 17
- 20. @accelerationpar CULTURE OF FEEDBACK 21 Respectful Authenticity ( )
- 21. @accelerationpar MANAGING TRANSITIONS 22 “Instead, I could have told the employee, ‘here’s what I’m going to need six months from now, and here’s the talent and skills I’ll need, she says” “Then you tell her, ‘It’s not you. I don’t want you to fail. I don’t want to publicly humiliate you.’” Her point is that offering someone real feedback, a reference, and maybe some paid time to find a new job is far more helpful, and better for both parties than dragging things out for six months. Be generous, but be honest. PATTY MCCORD Netflix Chief Talent Officer
- 22. @accelerationpar MANAGING TRANSITIONS 23 Loved the Netflix policy… …don’t have their deep pockets.
- 23. @accelerationpar GREAT OUTCOMES 24 “Today is a bittersweet day as it marks the last day at the best company I have ever had the privilege to work for – Acceleration Partners. …a truly remarkable team, that offers work/life balance and the benefit of working from home” – ERIN “This is such a special company and all of you are like family to me. Over the past several years I’ve experienced some amazing changes in my life, and I owe a lot of the credit for being able to reach these milestones to the amazing people at AP.” - DANIEL The lessons I’ve learned are not available in a book or even an MBA. Little by little, I’m realizing that many of the decisions we’re making for Pillow are based on my experience with AP, and I’m certain will play a critical roll in how I craft the rest of my life. - JESSE
- 24. KEY LEARNINGS 27
- 25. @accelerationpar AN A PLAYER AT AP IS….. 28 RIGHT PERSON RIGHT SEAT RIGHT TIME As Your Company Evolves, What Happens to Employees Who Don’t?
- 26. @accelerationpar PEOPLE WANT THE TRUTH AND RESPECT. 29
- 28. @accelerationpar WHEN TO INVEST IN PEOPLE 31 • The person has all core values • They are above average or high potential • They understand their weaknesses and want to improve
- 29. @accelerationpar BIGGEST MISTAKE 32 NEVER invest to get someone to average Cut your losses and move on
- 30. @accelerationpar BEWARE OF… 33 • People who quit and stay (Wrong incentives can do this) • What you permit you promote (Do as I say not as I do)
- 31. @accelerationpar TOOLS THAT HELP 35 TinyPulse Stop/Start List 360 Feedback 5-5-5 Check In
- 32. DID IT WORK? 36
- 33. @accelerationpar …FIVE YEARS LATER IPMA Most Effective Large International Agency GREAT PLACE TO WORK Advertising & Marketing 2016 ENTREPRENEUR 360 Best Company 2016 SMART CEO Brava Award GREAT PLACE TO WORK Women 2016 100% Recommend to a friend 100% Approve of CEO 4.9 Top 1% of all companies INC. Best Workplace 2017 AD AGE Best Workplace 2017
- 34. @accelerationparBoston | New York | San Francisco | Chicago | London 617.963.0839 marketing@accelerationpartners.com THANK YOU! QUESTIONS? ROBERT GLAZER Founder & Managing Director rglazer@accelerationpartners.com 39
Editor's Notes
- Emphasis on Healthy, There are a lot of high performance cultures out there But not many of them care about their people outside of their role
- A few weeks ago I was writing a reference for a current employee How he would be a great fit for their company
- When we had 10 people, I thought Core values and culture were bullshit I saw these things on the wall in a lot of offices They all sounded the same I didn’t see a lot of companies living up to them.
- You had companies such as Enron who were touting their core values at the same time everyone acted differently
- If you asked people around Enron what they valued, you probably would have gotten a list like this.
- But there is something to culture. Herb Kelleher when asked what Southwest, competitive advance was over 20 years that allowed them to make more money than every other airline from 1980-2000, he answer “culture” So what is culture? It’s not words on a wall, its your company’s operating system Another great definition is that it’s how people make decisions when you are not in the room
- Sheryl Sandberg said its most important document to come out of valley Netflix is a high performance culture Patti Mccord Culture Czar and Reed Hastings Explained the culture in detail and how it was operationalized each day, their DNA And Netflix is one of the few companies that has successfully pivoted twice, from DVD’s to original content, when almost every other company gets upended by a new-entrant
- Have come to understand there are three core building blocks of culture Know where you are going CV for picking people and guiding decisions Need to connect it from the top to day to day works. EOS/Traction Rockefeller habits, OKR Connects the high level to quarterly and daily with goal setting, transparency and accountability
- Operating system, how it manifests Talk about the people Operationalize
- Need to decide what kind of company you want to build I believe in high performance and I demand excellence, I also hate jerks and people who are disrespectful When I was 22, someone drew me this chart These people will kill your company
- I mentioned Healthy before. I think there are a lot of high performance cultures that are very unhealthy Likewise there are a lot of healthy cultures that don’t value performance.
- Steve Jobs got people to do things they never thought they can do Amazon is taking over the world, but if you take a long maternity leave or need time to deal with a family member with cancer, you are soft Family businesses that don’t expect much of people, aren’t a meritocracy and there is a lot of tolerated mediocracy
- Basic human need Jack Nickelson, A few good men An A player on your team is someone that recruits and cultivates an A team and makes hard decision
- I wanted to have both, a culture that is about performance But is also about lifting people up, growing them and helping employee's make a difference in our industry and in their families. Work life integration
- If you get hiring right, everything else is 90% easier CV: It starts with the write people A&A: Ability to learn and their attitude matters a lot Outcomes: GH Smart: Less, experience hungry person is often the better hire Had to empower other people to hire
- Define outcomes, this is your performance review Values – during interview Aptitude – presentation Control Process: If we ask an Excel and Improve questions, we also describe what a 10 answer sounds like Committee
- First and foremost we try to build people up overall, holistically training on leadership and skill development Stress, time management Seen in my Friday Forwards (started in an inspirational newsletter that goes to 25k) Looking for better people, not better AP robots The changes across their life are noticeable
- Not just job skills, Leadership, time management, prioritization, goal setting, giving and receiving feedback
- 4, 1, 3 a High growth companies you needs are always changing A lot of hard choices, people who can’t improve 30% a year but its hard for them to step aside It’s an ego thing Most companies wait too long to make the decisions. You will have to transition half to 3/4 your team or more as you go from start-up to scale up and they may have been some your best performers up to date
- This is hard, but what most successful companies have done Raw talent and attitude wins out over experience at almost every great company I have spoken with Biggest mistake we and others have made
- Often and depersonalized Situation, Behavior Outcome Love the Ritz Carlton rule which is 72 hours or forget it No collecting grievances
- Great companies make the best decisions for the business Why it was bad for them Netflix gave 6-12 months severance “Go be from Netflix”
- Two weeks is terrible for the company, employees, and our clients Somehow we have created a standard that is not good for anyone Goes both ways We have only walked on person to the door and that was an integrity issue Hard for people to trust or get used to
- My friend wrote a book E-mail, article and social media Folks we told it was time to move on and helped them or they made that decision based on respectfully authentic discussions around performance https://hbr.org/2017/09/as-your-company-evolves-what-happens-to-employees-who-dont
- Two weeks is terrible for the company, employees, and our clients Somehow we have created a standard that is not good for anyone Goes both ways We have only walked on person to the door and that was an integrity issue Hard for people to trust or get used to
- We are good humans A few of our top performers had parents pass away last year Ask people to be engagement and present if they are here. Be somewhere else, if they need to be somewhere else Don’t want a sub-optimal version of them, where people feel the need to walk on eggshells or manage around them Long term investment
- Jim Collins had it mostly right If you are growing quick, a right seat might change very quickly, you can’t set it and forget it
- They can handle it You can eliminate almost all of the risks of moving away from an employee by treating them with respect and caring about them and their wellbeing Because they aren’t succeeding in your company, doesn’t mean they don’t have value. Guilt translates into indifference
- TOUGH PEOPLE DECISIONS MAKE OR BREAK A HIGH PERFORMANCE BUSINESS Most people make the hard decisions 6-12 months after they needed to And employees respond with “its about time” Your A players and best managers get good at making these decisions The ones that don’t or can’t do this won’t be your A players.
- My biggest learning We had some people that took a year to perform well and I would not do that again, poor ROI The first two weeks have been 99% predictive
- Someone once told me that Low turnover is not always good Do as I say, not as I do
- Keeping check ins focused on the core values, top job responsibilities and quarterly priorities
- Developing into the top company in our industry with 70 employees Top 1% on Glassdoor Numerous best places to work and culture awards I have a place I love to work everyday and that aligns with my personal core values