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Creating A Leadership Culture

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In March of 2014, I gave a private talk to the HubSpot Executive team on how the Product organization was able to operate with a highly autonomous model. Because we had set records for employee happiness, customer happiness and team performance the rest of HubSpot was curious to how they could adopt a similar model for their teams.

Published in: Business

Creating A Leadership Culture

  1. 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. 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. 3. F I R S T I T R A N S F O R M E D M Y S E L F
  4. 4. Good
  5. 5. Less Good
  6. 6. S E R VA N T L E A D E R S H I P
  7. 7. The spark
  8. 8. – 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.”
  9. 9. The reminder
  10. 10. – D AV E R A M S E Y “You don’t have to be subservient to be a servant leader.”
  11. 11. 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
  12. 12. – 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”
  13. 13. 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
  14. 14. 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
  15. 15. 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
  16. 16. 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
  17. 17. I N S T I N C T- D R I V E N
  18. 18. N O T D ATA - D R I V E N
  19. 19. L E A D I N G N O T R E A C T I N G
  20. 20. M O ’ P R O B L E M S
  21. 21. 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
  22. 22. 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
  23. 23. 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
  24. 24. 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
  25. 25. 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
  26. 26. E N D L E S S G A M E O F W H A C K - A - M O L E
  27. 27. M A K I N G T H E S H I F T
  28. 28. N O S H O R T C U T S
  29. 29. 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
  30. 30. 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.
  31. 31. 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.
  32. 32. 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.
  33. 33. 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.
  34. 34. 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.
  35. 35. R E C A P
  36. 36. 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.

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