SlideShare a Scribd company logo
Velocity New York – October 12, 2015
@mrembetsy
Michael Rembetsy
Scaling Management
without Sacrificing Culture
@mcdonnps
Patrick McDonnell
Agenda
Presentation: 30 minutes
Council roundtable: 55 minutes
• 21.7 million active listings
• 1.5 million active sellers
• $1.93 billion annual gross 

merchandise sales in 2014
• 30.2% of GMS is international
• 60% of our visits are mobile
About Etsy
Phase I:
Organizational Infancy
(2008-2011)
What did managers do?
7
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
What did we lack?
8
• Salary bands
• Skills matrix
• 1:1s
• Career path
• IC / management path
• Formalized recruiting and
sourcing
• Formalized feedback loops
or reviews
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Culture is action
• Started creating action items around ideas
• Beta testing processes around organization
• How can engineering improve other departments?
9
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Culture isn’t forced
• Culture is fostered when entire organizations are on
board with change
• Culture is behavior
• Dictatorships fail, leadership works
10
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
What did we start with?
Skills matrix
Salary bands
1:1s
Reviews
11
Etsy’s Skills Matrix
Individual Contributor Job Levels (Salaried) to include levels 3-6 for Member Ops
Level LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEV
Description GAINING EXPERIENCE DEVELOPING CAREER ADVANCED EXP
Analogy Knows about rope; learns a lot more
about rope
Can tie basic knots; Shown complex
knots
Calculates rope strength; Knows a lot
about knots
Understands rope making Kno
will
Knowledge Learns to use professional concepts.
Applies company/technical practices,
policies and procedures to resolve
routine issues.
Developing professional expertise,
applies company/sound technical
practices, policies and procedures to
resolve a variety of issues.
A seasoned, experienced professional
with a full understanding of area of
specialization; resolves a wide range
of issues in creative ways. This job is
the fully qualified, career-oriented,
journey-level position.
Having wide-ranging experience, uses
professional concepts and company
objectives to resolve complex is-
sues in creative and effective ways.
Some barriers to entry exist at this
level (e.g., dept/peer review). Level at
which career may plateau.
Hav
kno
dev
and
crea
to e
revi
Job Complexity Works on problems of limited scope.
Follows standard practices and proce-
dures in analyzing situations or data
from which answers can be readily
obtained. Builds stable working rela-
tionships internally.
Works on problems of moderate
scope where analysis of situations or
data requires a review of a variety of
factors. Exercises judgment within
defined procedures and practices to
determine appropriate action. Builds
productive internal/external working
relationships.
Works on problems of diverse scope
where analysis of data requires evalu-
ation of identifiable factors. Demon-
strates good judgment in selecting
methods and techniques for obtaining
solutions. Networks with senior inter-
nal and external personnel in own area
of expertise.
Works on complex issues where
analysis of situations or data requires
an in-depth evaluation of variable fac-
tors. Exercises judgment in selecting
methods, techniques and evaluation
criteria for obtaining results. Networks
with key contacts outside own area of
expertise.
Wo
sue
data
bles
in m
crit
form
tion
Supervision Normally receives detailed instruc-
tions on most work.
Normally receives general instructions
on routine work, detailed instructions
on new projects or assignments.
Normally receives little instruction on
day-to-day work, general instructions
on new assignments.
Determines methods and procedures
on new assignments and may coor-
dinate activities of other employees
(Team Lead).
Act
met
spe
the
Management Job Levels
Level LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEV
Example Title N/A SUPERVISOR MANAGER SENIOR MANAGER DIR
Analogy Guides team while rock climbing Leads extended alpine mountain-
climbing trips 
Pilots expedition through unexpected
snow storm
Con
hike
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
What did we start with?
Skills matrix
Salary bands
1:1s
Reviews
13
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps 14
Salary Band Example
A B C D E F G
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
What did we start with?
Skills matrix
Salary bands
1:1s
Reviews
15
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps 16
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps 17
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
What did we start with?
Skills matrix
Salary bands
1:1s
Reviews
18
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps 19
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps 20
Pick peers who will review you
Complete self-evaluation
Leave feedback for peers who selected you
Leave feedback for your manager
Leave feedback for your reports
Consolidate all feedback and provide to reports
Managers Individual Contributors
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Results of first management initiatives
• Concentrated tech leadership meetings
• Centralized project management and workflow collaboration
• Solidified standards and direction
• More collaboration between managers
• Engineering “generosity of spirit”
21
Phase II:
Supported Growth
(2011-present)
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Manager
magic
pixie dust
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Paloma Medina
Learning & Development Launches
24
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Reflect Acquire Insight Practice
25
Dens
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps 26
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Den sessions
• 8 people to a den is ideal (5 for remote dens)
• IC dens and manager dens are separate
• Foster empathy across departments
• Build long-lasting support networks for managers
outside of the dens
27
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Den Rules
• Safe confidential place to share stories and best
practices
• What happens in the den stays in the den
• Facilitator required
28
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps 29
2013 2014
91
31
133
Dens Participants
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Reflect Acquire Insight Practice
30
Dens Workshops
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Reflect Acquire Insight Practice
32
Dens Workshops Practice Labs
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Were we successful?
34
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Retooling
• Some things worked, some didn’t
• Design Gym wasn’t the right fit
• Dens and workshops are major components to this
day
• L&D rock band
35
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Wendy
L&D works, let’s grow it!
36
Vanessa Morgan
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Manager Training Program
Workshops
Studio sessions
Coaching
37
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Manager Training Program
Workshops
Studio sessions
Coaching
38
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Workshops
• Four core-skills workshops, each 90 mins in length
• Developing others: Coaching skills and 1:1s
• Inclusive strategy setting
• Managing change
• Influence without authority
39
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Workshops
• Three elective workshops
• Hiring + interviewing
• Coaching emotional intelligence + self-regulation
• Conflict resolution + mediation
40
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Conflict resolution
• Are you triggered?
• Negotiation
• Hard conversations
• Intervention sessions
42
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Manager Training Program
Workshops
Studio sessions
Coaching
43
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Studio sessions
• Cohorts of 6-8 that are cross-functional and of the same level
• Expert-facilitated sessions where cohorts are given an
opportunity to reflect on the learnings of the MTP
• Safe space for participants to “get real” about the management
challenges they face across teams, a chance to share best
practices, and an opportunity to build camaraderie
44
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Manager Training Program
Workshops
Studio sessions
Coaching
45
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Expanded efforts
• Dens supported both by external professional and trained
internal facilitators
• Dens becoming decentralized out to remote offices and work
being done to measure their impact
• Teaming up with company which specializes in providing online
professional development content to managers at tech
companies to continuously improve managerial skills
46
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Sonar: a revised feedback process
47
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Why did we develop Sonar?
• Improved fairness
• Aligned feedback criteria with competency matrix
• Designed guides to decrease unconscious bias
• Improved brain-friendliness
• Well-timed feedback
• Aligned with science of what makes humans grow
• Strengthened employee-manager partnerships
48
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
Types of roundtables
• Best practices
• Decision
• Systems reviews
• Council
49
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps
1. What is important about the feedback
system in your organization? What purpose(s)
does it serve and what does it provide?
2. In constructing an ideal feedback system,
what from your current system would you
keep and why? What would you toss or tweak
and why?
50
Michael
Rembetsy
@mrembetsy
Patrick
McDonnell
@mcdonnps 51
Roundtable results at
http://bit.ly/1Qlbhng
Scaling Management without Sacrificing Culture - Velocity NY 2015

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