Enabling High Performance at Pace
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This document discusses enabling high performance during periods of growth for an organization. It explores how growth impacts people and how to create the best conditions for people to thrive during growth. Some key challenges of growth mentioned include reduced visibility, connections unraveling, and reaching for rule books. It emphasizes the importance of building resilience by having aligned autonomy, motivated engagement, and sustainable high performance through enabling tools and environment. The document provides strategies for evolving an organization's culture to handle growth effectively.
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Enabling High Performance at Pace
- 1. Enabling High Performance at Pace Getting ready for growth. www.igloospring.com enabling high performance
- 2. enabling high performance Don’t default to the Pyramid!!
- 3. enabling high performance Who is enabling high performance ?
- 4. Aim of this seminar: Help you get to the starting blocks for growth, race fit. Understand the impact growth has on your people. Explore how to create the best conditions to thrive.
- 7. Success is no accident!
- 8. enabling high performance Inflection Points A point when the fundamentals of a business change.
- 9. enabling high performance required energy desiredoutcomes
- 10. enabling high performance people growth 20 75 - 100 150 - 250 350 - 500
- 11. enabling high performance Growth takes considerable energy!
- 12. enabling high performance Energy can not be created or destroyed
- 13. enabling high performance energy can be created or destroyed
- 14. “You need to plan the way a fire department plans. It cannot anticipate where the next fire will be so it has to shape an energetic and efficient team that is capable of responding to the unanticipated as well as to any ordinary event.” Andrew Grove Only the paranoid survive
- 15. Growing Pains enabling high performance The key challenges of growth.
- 16. Organisations are essentially ecosystems relying on human interrelatedness
- 17. enabling high performancethe pyramid the igloo mass-production mass-innovation
- 18. enabling high performance Igloos explode!
- 20. enabling high performance Common symptoms
- 21. enabling high performance Visibility reduces.
- 22. enabling high performance Connections, once tightly woven, start to unravel.
- 23. enabling high performance We reach for the RULE BOOK
- 25. enabling high performance Passively opting out rather than actively opting in.
- 28. Bake in Resilience Creating the best conditions to thrive. enabling high performance
- 29. enabling high performance High Performance Architecture
- 30. enabling high performance enabling tools and environment aligned autonomy motivated engagement sustainable high performance
- 31. enabling high performance Enabling Tools
- 32. enabling high performance Don’t kill innovation!
- 35. enabling high performance My enemies are my food. We don’t shoot our people until they are dead. Don’t hate your enemies, it affects your judgement. Wear what you are like armour and it can never be used against you. Don’t stop when you’re tired; stop when you’re done.
- 36. enabling high performance What are these statements?
- 38. enabling high performance Aligned Autonomy
- 40. enabling high performance Internet Economy Sensibilities by Richard Lennox on https://medium.com/@richardlennox/introducing-internet-economy-sensibilities-56e542172407#.prw9mwg6p
- 42. enabling high performance Motivated Engagement
- 44. enabling high performance High Performance
- 46. Evolving Culture enabling high performance Getting it right for you.
- 47. enabling high performance Philosophy how we aspire to be Purpose our reason for being Narrative the big picture story Operating Model how we get stuff done Operational HR supporting practices Communications knowing Leadership aligning and motivating Management enabling personal impact Individuals making impact Aspirational Operational Behavioural Impact Sets: enabling high performance
- 48. enabling high performance Operational HR Resourcing Performance Development Reward Policies Communications Strategic Vision Design in HR as a strategic enabler Behaviours Leadership Management Philosophy Purpose Narrative Culture & OD Ensure the company has the resilience and capability to deliver the business strategy.
- 49. Minimising Pain enabling high performance
- 50. enabling high performance Great Leadership Excellent Communications Common Purpose Enabling Tooling
- 51. enabling high performancethe pyramid the igloo mass-production mass-innovation
- 52. enabling high performance Cake and eat it www.igloospring.com
Editor's Notes
- Welcome. Enabling high performance at pace. Otherwise known as….
- Today we will be exploring people and culture in the context of creating high performance workplaces that operate at pace. We will look at some of the common pitfalls of growth and what you need to do to mitigate these.
- I am Cathy Wilson. In 2015 I established Igloo Spring as an HR and Culture Consultancy focussed on helping fast growth businesses navigate their inflection points. I have worked in technology since the mid 90s and have led the HR function of several high growth technology companies. Most recently I was the HRD of Skyscanner throughout the meteric rise from 70 people in Edinburgh to 700 across 9 offices worldwide. (5.5m umv – 35m umv) (£1m pm - £8m pm) I’ve made many mistakes during this journey and also experienced considerable success. I love growth businesses and now dedicate my time to working almost exclusively in this sector.
- Growth has certain pain points brought on by changes in the environment external to your organisations and also those evolving as a consequence of growth in headcount. But first….
- Let us east cake! You challenge is, in small groups, to find a way to cut those cakes in to 8 equal pieces using ONLY 3 CUTS with the knife.
- Success is no accident. It takes focus and effort and also considerable attention to learning. Just like the trick with cutting these cakes within the constraints applied there are patterns that you can learn from and consider to help you navigate the growth. We will look at some of these patterns.
- Infelction points. Andrew Grove IBM defines as “the point in time where the fundamentals of a business are about to change
- Growth requires ENERGY. Minimise the size of the shaded area – DRAG. Spot inflections as they occur not once the trajectory tips.
- Growth in headcount in itself creates inflection. Complexities of getting ever larger groups to interact effectively. Pretty consistently see this at these numbers.
- The physical world shows us that energy can not be created or destroyed. It is transferred in to different forms. However,….
- This is not true of human energy which can quickly be depleted. Growth requires human energy. Innovation and creativity requires human energy. Pace requires human energy. To grow successfully we must build in resilience.
- In order to navigate these inflection points successfully we must Prepare as the fire service prepares. We don’t know where the next fire will come from Our best chances are to have an energetic and efficient team able to tackle the challenges as they arise. With passion and energy.
- What impact does growth have on our organisations?
- Our organisations are ecosystems that rely on human interdependencies. The network of communication, personalities, relationships, capabilities matters. This is culture. Strongly influenced by individual and collective behaviour.
- Tend to naturally default to a pyramid structure. This is hierarchical, command and control. True innovation and pace comes from a much looser organisational structure. It promotes ALIGNED AUTONOMY. Don’t default to the pyramid!!
- Highly innovative, successful businesses tend to explode rapidly, as Skyscanner did.
- This presents challenges for the web of connections within the ecosystem. Jobs (and people) who were once closely aligned start to work at greater distances from each other and new jobs are created. Often we bring in new people at higher grades which also creates some friction.
- 50-100 people visibility reduces. Jobs expand and split down. Distance across the business - Pyramids appear! Depends on various factors like office layout and founder personality. As visibility falls, engagement falls.
- Tight relationships loosen, trust slips. Business creates operating models and communications frameworks which often don’t work. Story of the EMT – distrust, create a story in the absence of one.
- Often new leaders brought in above others with tenure. Unrest is spotted and rules and processes are developed – or worse taken off the shelf from somewhere else. Default to a pyramid – command and control.
- The requirements on an individual of a certain level of expertise increases. We call this ‘grade drift’. Think about your own roles in your companies as the business expands. This is the case throughout the organisation. The learning challenge for people to remain ‘in grade’ is significant.
- You’ll start to notice the opting out. It becomes harder and harder for people to stay up to date within everything that is happening. Also their relationship with the leaders of the organisation may be becoming more distance simply due to scale. China Story.
- Unrest heightens. Conflicts at senior level – turnover may be higher than ever. Ceo/founders will show signs of stress and frustration with other leaders. They don’t understand him / or the business. Founder will feel a growing chasm between them and the front line Tell me your stories where you’ve seen this?
- Human energy depletes – FAST! Do you recognise any of these scenarios? How fast have you grown in terms of revenue / users / headcount?
- There is a fairly straightforward way of looking at the architecture of high performance. Of course there is considerable detail behind the layers but the basic premise is simple.
- ENGAGE AUDIENCE Rule books that are not fit for purpose. EG role profiles, flexi-time policies,…. Do you have homeworking policies> How do you tackle remote working / cross geographical working? How do you share know how? How do you induct new managers?
- Don’t put in operational infrastructure that kills . Don’t allow the blind implementation of policy and practice. Always lead with culture and how you want your company to behave.
- I’ve got another brief challenge for you… Match the statements with the film or series….
- Your values, and their articulation are perhaps the most important thing you can do above 50 – 100 employees. Be aware that these might evolve as you grow. But what are VALUES? VALUES GAME
- Next on the hieracrchy is aligned autonomy.
- Made famous by the Spotify culture videos. At Skyscanner I ran a large change programme to resctructure a 350 strong engineering team in to a squad and tribe model. This premise was core to that transition. ENGAGE AUDIENCE
- The right behaviours are essential to success with innovation, pace and aligned autonomy. My good friend Richard Lennox has created an excellent blog post. You should read it. It foucsses entirely on attitude and behaviours required of the knowledge economy.
- We must all be software people – constantly looking for more efficient ways and autonomating where possible. VB programming training for marketeers. Make impact reduce waste. Teams must not carry people. Must all be at the top of their game. Think like a tech company. Two people in a cupboard could be your biggest threat. Always people first.
- Of course in a people ecosystem there are two important elements that exist throughout the full stack of this model: AUTHENTICITY TRUST
- Think about TRUST as this: Trust is a currency. You pay in to the bank account and you withdraw. You withdraw when things are challenging. So maek sure you pay in when things are going well!! I imagine everyone has an empty jar when they start to intereact with the business and throughout the recruitment process you are builgin trust and demonstrating authenticity and paying in to that jar.
- So far we have looked at The behavioural elements – authenticity and trust, aligned autonomy leadership The aspirational elements – vision and values – how you want your business to be The operational elements – policies, communciations
- High performance exists at the intersection of these three things.
- Penroses Triangle Culture is a continuous cycle of action and effect. ENGAGE AUDIENCE Who has a commonly shared purpose? Does this drive behaviours? How do you know? Who has HR? What do they do? How do you know your leaders (SME, KI and Managers) have the same narrative? Do you have aligned autonomy? How will you maintain this as you bring new people in?
- ENGAGE AUDIENCE
- Pain points
- Don’t default to the pyramid!
- Maintain the Igloo Have your cake and eat it. Just like we have today