Culture map2

Culture Map

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• Values
• High Performance
Culture • Freedom and Responsibility
Map • Agreement Loop
• Minimize Rules
• Promotions and Development
• Context not Control


Display Great Judgment
Values: Be honest
Be humble
Be accountable
Be frugal
Be JHHAF-y


You do what’s right, even when
nobody is looking
Values: Display Great Judgment
You can determine what’s the most
important thing and what can wait


No surprises! -- As a leader, no one should be surprised of
your views

It’s not just a leader’s responsibility, you should
Values: Be Honest periodically ask your manager: “If I told you I was leaving,
how hard would you work to change my mind?”

You treat people with respect by telling them how you
really feel – in a healthy way

It’s better to tell people what your expectations are vs.
thinking they’re better off by not having candid, crucial
and often difficult conversations

Come from the heart


Values: Be Humble Brilliant jerks are not tolerated


Make an objective commitment

Values: Be Accountable Do what you say you’re going to do

High performers make commitments and
have no problem adjusting those
commitments for the right reasons


This is not a culture of excess
Values: Be Frugal
Treat company resources as if you
were paying for something out of your
own pocket


One outstanding employee gets more done
High
and costs less than two or three adequate
Performance
employees

We endeavor to only have outstanding
employees


Great pay and benefits based on the market
High
Performance No annual raise pools

It’s a good idea, not a traitorous one, to
understand what other firms would pay you,
and talking to peers at other companies


How can you spot an “A” player
• Self motivating
High • Self aware
Performance • Self improving
• Acts like a leader
• Picks up the trash on the floor
• Isn’t afraid to make commitments
• Regularly displays the company’s values


Three tests for an “A” Player

High
Performance 1. What could person get elsewhere
2. What would we pay for a replacement
3. What would we pay to keep that person if
they had a bigger offer elsewhere


The “Keeper Test” - Which of my people if they were
High leaving for a similar job would I fight hard to keep?
Performance
The other people should get a severance package
now so we can open a slot to try and find a star for
that role


Our culture isn’t right for everyone

High
Some people value job security and stability over
Performance
high-performance

We need to strive in only attracting “A” players and
helping the latter realize this isn’t right for them


High performance people thrive on freedom
and are worthy of it
Freedom and
Responsibility Big boys and girls program

They’re mindful of their co-workers and how
their actions impact their teammates’ ability
to do their job


Vacation time is not tracked

Freedom and You work where you want – it’s what’s best for
you and your co-workers
Responsibility
Individuals who abuse this privilege are not “A”
players

There are exceptions – example: operational
roles that require coverage during specific
hours at the office


2.) Make a 3.) Adjust the commitment
Commitment for the right reasons

Agreement
Loop

1.) Ask for a 4.) Meet the
Commitment commitment


Excessive use of rules to mitigate manageable
mistakes can kill company morale
Minimize
Rules High-performers are aware of consequences to
their actions and will use proper judgment

Consistently setting and managing
expectations should not be confused with the
over use of rules and process


Some rules are necessary
Minimize
Rules Prevention of disasters

Financial oversight, loss of data, legal issues

Moral, ethical issues – dishonesty and harassment


F-up
Minimize
Rules
Fess-up

Fast and fastidiously


Job has to be big enough
We might have an incredible manager of something, but
we don’t need a director of it because job isn’t big enough
Promotions If the incredible manager left, we would replace with a manager not a
and director

Development
Person has to be a superstar in current role

If a manager would promote to prevent an
employee from leaving, the manager should
promote now instead of waiting


We develop people by giving them the
opportunity to develop themselves, by
surrounding them with great colleagues and
Promotions giving them big challenges to work on
and Mediocre colleagues or unchallenging work is what kills
Development progress of a person’s skills

Formalized development is rarely effective and
we don’t try to do it
Mentor assignment, rotation, career path, etc


High performance people are generally self-
improving through experience, observation,
Promotions introspection, reading and discussion
and
Development As long as they have stunning colleagues and big challenges to
work on

We want people to manage their own career
growth, and not rely on a corporation for “planning”
their careers


“If you want to build a ship, don’t drum up the
Context not people to gather wood, divide the work and
Control give orders.
Instead, teach them to yearn for the vast and
endless sea.”
- Antoine De Saint-Exupery


Investing in context

Frequent communication about strategy, expected results and
timelines
Context not
Control Who is THE accountable individual for a given task/goal

Who are the stakeholders

What does success look like – OBJECTIVELY

Clearly defined roles

METRICS


What does control look like

Committees
Context not
Control Planning and process valued more than results

Constant management approval

Top-down decision making

Can be important when someone is still learning

Is prevalent when you have the wrong person in a role


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