1. C R E AT I N G A L E A D E R S H I P
C U LT U R E
C U LT U R E H E L M - M A R C H 2 0 1 4

2. T H I S I S T H E S T O RY B E H I N D
T H E T R A N S F O R M AT I O N O F
@ H U B S P O T D E V

3. F I R S T I T R A N S F O R M E D
M Y S E L F

5. Good

6. Less Good

7. S E R VA N T L E A D E R S H I P

8. The spark

9. – M I C H A E L B E R G D A H L
“Servant leadership is the foundation
and the secret of Sam Walton’s ability
to achieve team synergy.”

10. The reminder

11. – D AV E R A M S E Y
“You don’t have to be
subservient to be a
servant leader.”

12. M A N A G E A C T I V I T I E S I N S T E A D
O F T RY I N G T O M A N A G E R E S U LT S

13. – J A C K W E L C H
“Before you are a leader, success is all about
growing yourself. When you become a leader,
success is all about growing others”

14. T Y P I C A L L E A D E R S H I P P Y R A M I D
Exec
VPs
Directors
Managers
Individuals

15. S E R VA N T L E A D E R S H I P F U N N E L
Customers
Individuals
Managers
Directors
VPs
Exec

16. T Y P I C A L C O R P O R AT E H A P P I N E S S
Exec
Individual
Contributors
Managers
VPs & Dirs

17. O U R V E R S I O N O F H A P P I N E S S
Exec
Individual
Contributors
Managers
VPs & Dirs

18. I N S T I N C T- D R I V E N

19. N O T D ATA - D R I V E N

20. L E A D I N G N O T R E A C T I N G

24. M O ’ P R O B L E M S

25. I N D I V I D U A L S H AV E N O C H O I C E B U T
T O O P T I M I Z E F O R “ T H E I R ” N U M B E R
A B O V E A L L E L S E

26. M A N A G E R S B E G I N T O T O L E R AT E
B A D B E H AV I O R A N D B A D A C T O R S I F
T H E I R “ N U M B E R S ” L O O K G O O D

27. E V E N T U A L LY
G A M I F I C AT I O N A R R I V E S

28. M A N A G E M E N T C Y C L E S N O W F O C U S
O N C R E AT I N G E L A B O R AT E R U L E S
A N D P O L I C I N G I N D I V I D U A L S

29. I N D I V I D U A L S A N G E R E D B Y
M I C R O M A N A G I N G A N D N E W R U L E S

30. E N D L E S S G A M E O F
W H A C K - A - M O L E

32. M A K I N G T H E S H I F T

33. N O S H O R T C U T S

34. W H AT D O Y O U N E E D T O S TA R T
• Dedication
• Someone to be the human shield
• Someone(s) to listen AND react to even the slightest
suggestion
• The discipline to remove bad actors who can hurt the team
culture. Yes even if they are top performers
• A dedication to constant iteration and learning from
mistakes

35. C O O P E R AT I V E N O T C O L L A B O R AT I V E
• Say NO to consensus, to meetings, to
committees to group think. “Consensus” is a
dirty word.
• Find leaders who have opinions but are
humble enough to learn from their mistakes.
• Let people make mistakes, they need this to
really learn a lesson. No cliff notes here.

36. A U T O N O M Y
• Personal goals/passions have to be aligned
with professional opportunities.
• It’s your job as a leader to make sure those
two are aligned.
• It’s harder than it looks. Most people cannot
articulate what their personal goals are. You
have to tease it out of them and then test.

37. P R O G R E S S
• It is a leaders job to be two steps ahead creating new
opportunities for team members to keep progressing.
• The focus here is constant learning, not comp, not
titles.
• The worst thing to happen is to be caught off guard
and have to react to someone asking for a change
• By the time someone is speaking out it may be too late.

38. S TAT E S R I G H T S / D E M O C R A C Y
• Leaders need to provide the guardrails and
goal posts.
• When things are working well you do not
need to micromanage or even be in the loop.
• When things are not working you need to
micromanage only up until the point that the
team is back on track, then back off.

39. I M P O R TA N T
• You don’t get to write the Roadmap. Each
team writes their own.
• You can’t delegate hiring to recruiters or
anyone else. It is your job, forever.
• Caring for your team and preserving the
culture also can’t be delegated.

40. R E C A P

41. T U R N F O L L O W E R S I N T O L E A D E R S
• Fight your own instincts to take control.
• Create a model of giving control.
• Success will only come if you can build leaders
• Your team has to outlive you.
• To do this you will need to bite your tongue and
let people make avoidable mistakes.