adhesive culture document on being a flat organization with no managers

1. Flat
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2. Our founding fathers didn‟t set their
sites on making a better monarchy,
they sought to supplant it.
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3. There are 2 basic principals that lead to
abundance, happiness and prosperity.
1. Don‟t use force against each other
(criminal)
2. Keep your commitments (civil)
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4. Responsibility is freedom‟s twin
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5. Guiding
Principals
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There are no managers.
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6. Guiding
Principals
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Everyone is a manager
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7. Typically, key positions often go to those who are
the most politically astute vs. the competent.
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8. When you take out the pyramid, you
drain most of the poison out.
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9. Power is „sticky‟.
It doesn‟t typically flow from an
individual who is less capable to
someone that‟s more.
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10. Guiding
Principals
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No individual can fire anyone
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11. Guiding
Principals
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No individual can change your compensation
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12. There are no titles.
Guiding
Principals
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We are all colleagues.
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13. Guiding
Principals
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There are leaders.
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14. Guiding
Principals
The company‟s leaders are determined by you.
Leadership is not something that is granted, it is earned.
You and your peers will determine who you will follow
and who you look up to for guidance and mentorship.
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15. Guiding
Principals
The core of a flat structure is making and
keeping commitments.
Persuade vs. Dictate
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16. 2.) Agree on a
Commitment
3.) If needed, negotiate a new
commitment if you can.
Commitment
Loop
1.) Colleague asks
you for a
commitment
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4.) Meet the
commitment
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17. Keeping commitments creates economic value
and makes you as an individual and the
enterprise you work within more valuable.
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18. A goal is something you aspire to achieve.
A goal is NOT a commitment.
Goals vs.
Commitments
Consistently keeping commitments is
something you must do in order to remain
with the company.
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19. Making a commitment is voluntary.
Commitments
Nobody can force you to make a commitment.
NOBODY!
(When someone is hired they have a list of commitments that come with the position.
They don‟t have to accept them. We also don‟t have to hire them. :-D)
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20. Colleague Letter of Commitments
(CLC Doc)
Pronounced Click Doc
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21. A CLC doc should not include a list of goals.
CLC Doc
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22. Commitments go well beyond what‟s in
your CLC doc.
CLC Doc
Any time you say your going to do
something and when you‟re going to have
it done by, it‟s a commitment.
So be very clear when you‟re stating a goal vs. a commitment.
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23. If you‟re seeking a commitment from a
colleague, get it in writing to avoid
miscommunication.
CLC Doc
Be very clear when you‟re stating a goal vs. a commitment.
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24. •
Mediation
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•
•
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If a colleague has an issue with a fellow colleague that cannot be
worked out, they can ask for mediation.
Colleagues cannot meet with a mediator on their own to discuss
issues about a fellow colleague. They can only meet as a group.
Mediators are required to ensure this takes place as a group.
Colleagues should work out issues with their colleagues on their own
whenever possible.
Use of a mediator should be a last resort, not a first one.
Mediators should provide input and advice on the situation and
request that the parties work out their difference.
If both parties cannot agree, then a second mediation will take
place with 3 or more mediators. The mediators will make a final
ruling that all parties must agree to.
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25. Exceptions:
If you feel in danger, threatened or harassed you will not
be expected to have a group mediation.
If it‟s proven that someone is threatening a colleague,
causes them harm, engages in illegal activities or
harassment, then a senior leader in the company could
immediately dismiss them if they find merit in the
accusations and bypass the mediation process.
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26. What is a Commitment Mediation (CM):
•
Colleague not meeting agreed to commitments
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The perception that a colleague is sandbagging on their commitments
•
Colleague not agreeing to commitments that are reasonable for the
role they were originally hired for
Commitment
Mediation
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27. Commitment
Mediation
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•
•
•
•
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There must be 3 mediators in attendance
Meeting will take place ASAP
The mediators are there to review facts. Colleagues have the burden of proving that
a fellow colleague has not met their commitments. Only objective commitments will
be reviewed. Objective requires that a number(s) are included.
Commitments are not limited to what‟s found in the CLC Doc.
What are some of the things you can you expect from a C.M.?
•
Guidance from the mediators and a request that the individuals continue to
work out their differences
•
Possible termination
•
A recommendation that a colleague take a new position in the company (if
available) that might better fit their skill level
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28. Mediators are senior leaders in the company that have
experience in dealing with conflict resolution
Mediators
Mediators will be chosen by the organization and will include
a process by which they become mediators
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29. •
•
Compensation
Committee
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Includes senior most leadership
•
The future finance leader will be part of this committee
Every new colleague and existing colleagues compensation must be
produced and agreed to by a majority of the comp committee.
Pay will be a reflection of the following:
•
Market data
•
Your commitments and ability to meet them
•
The company achieving it‟s goals
At any time, a colleague can request that the comp committee review their
current pay and commitments and ask for a comp review based on the fact
they have increased their commitments or the market has changed.
•
At that time, the C.C. will reach out to their colleagues and being a review
process to determine if the colleague is due increased compensation.
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30. •
•
Benefits
•
•
•
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More initiative driven by “reputational capital”
More expertise – the experts aren‟t managers, it‟s the people doing
the work
More flexibility – “Clouds form and go away”
More collegiality – no backsides to kiss and no adversaries to elbow
aside – “there‟s less back-stabbing because we‟re not competing
for that scarce commodity called a promotion”
More judgment – Sr. managers make decisions that appear to be
brilliant but boneheaded by those on the front lines because they
lack context
More loyalty –
Less overhead – layers of people telling other people what to do.
Means more profit and dollars in your pocket
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31. •
•
Challenges
•
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Recruiting and retention – this ain‟t for everyone
Holding each other accountable - “hey, I‟ll go easy on you if you
go easy on me”
Growth through acquisition is not realistic
Tracking career progress – it‟s all about the title
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32. You can expect more processes.
Process
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33. A process mindset thinks beyond individual
quirks, personalities and conflicts.
A process culture values its processes as
strategic assets, and seeks independence
from individual knowledge bases and „turf‟.
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34. An enterprise with a process mindset will
always have a strategic competitive
advantage over an organization that
doesn‟t – because a process culture
leads to continuous improvement.
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35. Success is about healthy confrontation.
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