Académique Documents
Professionnel Documents
Culture Documents
Introduction
Lean Startup / How to Fail Well
Design Thinking Basics / Tools of the trade
Exponential Organisations
Mastering The Workshop
Talking to Customers
Creating Great Teams
Leadership in the 21st The big challenges facing society are getting more complex,
century requires having the more contested, more technically demanding and arguably
humility to accept that no more serious than at any time in human history. We cannot
one person can have all carry on as we are and expect different outcomes.
the answers. It is our ability
to create the conditions for Life is messy and complicated. Design thinking recognises
collaboration and critical this and gives us a framework for making decisions and
dialogue that will lead us creating solutions that works. It also has a unifying and
towards the breakthrough motivating impact on your team. If your entire team is part of
innovations that our world the design process, they will be much more invested in the
needs. outcome. Everyone will be aligned rather than divided.
About the Author
Kill things that don't make Lean startup is a highly customer-driven approach to
sense, and bet big on the
ones that do.
practical innovation. It helps you to systematically
break down your business into it's component parts
Its all about getting high and regularly test each part.
quality and regular
feedback.
It's easy to kid yourself about what you think your customers want.
It's easy to learn things that are completely irrelevant. Thus, validated
dddThe Lean Startup
learning is backed up empirical data collected from real customers.
movement was born out of
Success is not delivering a feature, success is learning how to solve
the Toyota production line
the customer's problem.
thinking of the 1970s.
LEARN
The Lean ideas
We think of it as a spiral.
Each time you repeat a cycle
your understanding of your
market and your customer A business
need grows. that really
works!
BUILD
p ro d u c t
Great questions to keep The Pivot. Often you cant see point
asking yourself C at point A. You need to move to
point B first.
Does a product fit the need of
the customer?
How did a customer solve a
i g n o ra n c e
problem or need in the past?
What are the current costs
created by the customer C
POINT
POINT
problem?
Should we adapt or change our
course?
Are we ready to scale?
B
POINT
It's less about inputs
and more about Templates change the bold
outcomes.
Keep the user front and We believe 'this statement is true'
centre in your thinking. We will know we're right/wrong when we see the following
The best ideas need to
feedback from the market: insert
prove themselves. Make
sure you can really qualitative feedback and / or quantitative feedback and /
measure and observe or key performance indicators (KPIs).
your MVP. Dont ask
users to give you As a user persona I want to accomplish something so
feedback on everything. that some benefit happens.
Figure out the most
important things and then
We believe that doing this for these people will achieve
get feedback on that.
this outcome. We know this is true when we see this
market feedback.
Define what success will look like and
Further Reading how you will be able to measure it before
you dive into design and development.
Dont assume anything, validate your
learning at every step.
C U STO M E R
R E L AT I O N S H I P S
KEY
ACT I V I T I E S
VA L U E C U STO M E R
KEY S E G M E N TS
PROPOSITIONS
PA R T N E R S
KEY
RESOURCES D I ST R I B U T I O N
CHANNELS
C O ST ST R U CT U R E R E V E N U E ST R E A M S
The Happy Startup Canvas
PURPOSE Purpose
& Why are you doing what you are doing (other than profit)?
VISION Vision
What change to you want to see happen in the world?
Values
Which values are core to the fabric and culture of your
company?
VA L U E S STO R Y Story
What story do you want to tell people about your
company?
Problems
PROBLEMS SOLUTION
Focus on 3 opportunities and / or problems?
Solutions
What are your specific solutions?
VA L U E P R O P O S I T I O N Early Adopters
E A R LY A D O P T E R S
Who are your core customers / users?
Value Proposition
What have you got to offer them?
Ingredients for building a Advice for digital platform startups
successful startup
Vision - What you do? Identify a pain point or use case for a customer.
Purpose - Why you do it? Identify a core value unit or social object in any
Business Model - whats interaction between a producer and consumer.
your fuel? (remember that many people will be both producers
Wow and uniqueness and consumers use this peer-to-peer angle to your
factors - What sets you
apart?
advantage)
Values - How you do it? Design a way to facilitate that interaction. Then see if
you can built it as a small prototype that you can
What is the idea in its curate yourself. If it works at that level, it will be worth
purest form? - Perfect taking to the next level and scaling.
your pitch Determine how to build a network around your
interaction. Find a way to turn your platform user into
an ambassador. Before you know it, youll be on a roll.
We run Apple like a startup. Applesculture is built around five
We always let ideas win
arguments, not hierarchies. points...
Otherwise, your best
employees wont stay.
Collaboration, discipline
1. Leverage core design capabilities.
and trust are critical. 2. Form small teams of changemakers
- Steve Jobs
extracted from the larger organisation
3. Send those teams to the edge of the
organisation
4. Combine design with cutting edge new
technology
5. Utterly disrupt a legacy market.
The Doblin Model - Ten Types of innovation
1. Profit Mode. How you make money
2. Network. How you connect with others to create value
3. Structure. How you organise and alignyourtalent and assets. You dont always
4. Process. How you use signature or superior methods to do your work need a radical new
5. Product Performance. How you develop distinguishing features and functionality. product idea to
6. Product System. How you create complementary products and services build a business.
7. Service. how you support and amplify your offerings to customers and users. There are many
8. Channel. How you reach customers and users dimensions that
9. Brand. How you represent your offerings and business could give you the
10. Customer Engagement. How you foster compelling interactions edge.
Assign people problems to
solve not tasks to complete. Lean UX is an exercise in ruthless
It shows trust and allows the
team to come up with their
prioritisation. It's all about
own solutions and drives a determining the product focus.
deeper sense of pride and
ownership in the solutions the
team implements. Continuous The key is to ensure that the ideas that have the most
discovery is the ongoing value get the most resources How can you
process of engaging the
customer during the design
recognise which feature has the greatest impact
and development process. and then focus on making the feature the best it
The team needs to can be?
collectively understand the
why and the how.
Adopt a work culture based on experimentation. A
designer's role must evolve towards design
facilitation rather than direction.
As you navigate through the
rest of your life, be open to
Great Questions to Ask
collaboration. other people and
other people's ideas are often
What am I trying to learn?
better than your own. Find a
group of people who challenge What are the main signals that I need from the market
and inspire you, spend a lot of to validate my hypothesis?
time with them, and it will Are there any other signals I can test for that will
change your life.
serve as indicators for my main signal?
- Amy Poehler What's the fastest way for me to find this information?
Is there a need for the solution I'm designing?
All life is an experiment. The
Is my solution usable?
more experiments you make,
the better. Is their value in the solution?
What tools will empower teams to work together?
- Ralph Waldo Emerson
Often the biggest failures deliver
the greatest insights.
A good design
challenge is like a great
playground. Big enough
to explore but small
enough to not be
overwhelming.
Introducing The Design Thinking Process
The Right
Environment
Where You Want To Be
Insanity: doing the same Focus your attention
thing over and over again
and expecting different
and energy on your
results. user. Trust in the
Albert Einstein process. Flow in and
out of the phases. They
Iteration: Doing the same will guide you and your
steps over and over again
and getting the perfect
team towards creating
result. world class products
and services.
Design is a Team Sport!
NO MORE DESIGN
HEROES.
Many designers want to
The most effective way to rally a team around a design
be heroes. But is feeding
the ego of a single direction is through collaboration. Shared understanding
design hero worth and feelings of ownership. Teammates who trust each other
sacrificing the are more motivated to work together to produce higher-
productivity of your entire quality work.
team? The goal is to
enable cross-functional Its simple teams that enjoy working together produce
collaboration and an
better work. The team, not the individual, must own the
outcome-focused culture.
Designers should strive product design. Instead of hiding behind a monitor for days
to add facilitation as one at a time, designers must bring as many stakeholders as
of their core possible into the design process, seek their input, and build
competencies that insight into the design. Doing so will begin to break
down silos and allow more cross-functional conversation to
take place.
Learning to look at Creativity and adaptability are inseparable.
We must be able to look at our experiences and ideas from
the world through multiple perspectives / dimensions, not just the obvious ones.
multiple lenses When we work hard on a problem or idea, our minds narrowly
focus because of the strain and effort involved. Thus our
viewpoints and possibilities are reduced.
Most poor decisions are made not due to poor judgement, but
due to incomplete information. When too little time is spent
understanding the complex problem space from as many
different viewpoints as possible, mistakes happen. It is the
unintended consequences, the unknown unknowns, the
surprises that derail a project.
Observe
Observe
Try to be non-
judgemental in your
observations and just
note them as you
observe.
OBSERVE METHOD
Prepare like a Pro:
Conversations vs Interviews
- have a list of questions you
Once you have identified your core user group want the answer to
(early adopters), one of the best ways to get to - make sure the questions
know about their problem is by talking to them. are open ended
These interviews should be qualitative (not - have examples ready in
standardised) and relatively unprepared. You case people cant relate at
want them to open up and be honest rather all
than overthinking theyr answers. Avoid having
a structured interview format. Instead think of it Be flexible. Use your
as having a conversation with intention. preparation as a guideline
When your guest stops talking allow for a short rather than a rule. Allow the
silence to see if there is more that they have to conversation to emerge rather
say. Give them the space to go deeper into than forcing scripted
their experience. This is where the best insights questions.
come from.
DOs DONTs
Do ask why questions.
People will generally try to explain Dont ask yes or no
themselves and asking why is a great questions
way of getting to the bottom of a because they provide little
problem.
information and the person
Do wait for the to answer. you are talking to isn't
Silence might be your best weapon. It encouraged to talk.
makes people feel uncomfortable to sit
in silence and if you can handle that
Pro-Tip:
awkwardness better than them, they will
If possible conduct interviews with
eventually answer your question (might someone else, where one focuses on
backfire in 5-10% of cases and results the conversation and the other person
in prolonged silence). on taking notes. Ask if you can record
when alone and take notes later.
OBSERVE METHOD
SEEING
THINKING
S AY I N G
FEELING
HEARING
DOING
Different templates for clustering your observations
GOOD
CHEAP EXPENSIVE
BAD
This exercise will serve you for the rest of the design
process.
Think user-centric!
Stay on topic!
Go for Quantity!
Encourage wild ideas!
Build on the idea of others!
Defer Judgment!
Be Visual!
One Conversation at a time!
The Guidelines Explained
ORIGINAL PLAN
When to use:
This method can be particularly useful if we think about
user experiences in shops or on websites.
It is also a great tool to make a team unstuck.
When to use:
The participation of all team Silent Brainstorming
members is essential when it
comes to actually implementing
an idea that comes out of the
ideation phase and if you know This is a very effective method if you
you tend to have quiet members have many quiet (introverted) people
around, this is the best tool to
use in order to make sure they and a few louder (extraverted)
are included and not overrun. people that seem to be constantly
talking. Rather than asking for a free
for all where everyone just shouts
out their ideas, suggest 2-5 minutes
of silence where everyone writes
down their ideas and then shares
The value of
introverts! them with the group.
Gamestorming
A great book on how to run creative workshops
3) Examining
- What is it made of? How does it work? What are the pieces and
parts?
- Can we get some examples? Real life scenarios?
4) Experimenting
Try to break it, throw it, spin it, invert it and so on. Going beyond
the obvious..
Failure is part of the design Treat your prototype like a grown-up or at least
thinking process and a very should be. It should speak for itself and not
important one as well. require its parent to constantly interfere.
Make sure that your prototype can be shown to
If youre not others and that people can at least on some
embarrassed by the crude level interact with it without having to be
product when you explained to much. This is important for testing.
You want the interaction because it teaches you
launch, youve a lot and the less explaining you have to do the
launched too late. better.
- Reid Hoffman,
Founder of Linkedin
Dont over-explain your prototype
Im an adult.
Treat your prototype like a grown-up. It
should be able to speak for itself. The less
Let me speak
https://www.youtube.com/playlist?
list=PLECCE8D709FD777FB
Habits can never be erased, they
can only be replaced! When
initiating new habits and breaking
out of old ones it is
worthcommitting to a period of
surveillance, where you recordand
track every hour of your day.
There is tremendous power in ritual. Repetition is
the mother of mastery. When devising your own
routines give yourself arbitrary deadlines to meet
certain standards, constantly pushing yourself
past perceived limits. In this way you develop
your own standard for excellence, generally A meta habit :
higher than those of others. Start an online journal, where you
regularly capture and reflect on how you
do things and the results you are
having
What we can learn from
Airbnb, GitHub, Google, Netflix, Quirky, Tesla, Uber,
Waze, Valve, Xiaomi.
Ten years ago we had five
hundred million internet
connected devices. Today there
are about 8 billion. By 2020 there
will be fifty billion and a decade
later well have a trillion Internet-
connected devices as we literally
information-enable every aspect
of the world in the Internet of
Things. The Internet will
literally become the worlds
nervous system, with our
Exponential Thinking mobile devices serving as
edge points and nodes on that
network.
Linkedin and Facebook together Welcome to an Exponential World!
are worth over $200billion and
thats just a result of digitising
our relationships and turning
An information-based environment delivers
them into information.It is our fundamentally disruptive opportunities.
belief that most great new
enterprises in the years to come In 2010, the world has 1.2 billion people online globally. By
will either build their businesses 2020, that number will reach five billion. Nearly three billion more
off new sources of information or people and their brains will be available to work via
by converting previously analog smartphones, tablets or at Internetcafes. The capabilities that
environments into information. will be unleashed are beyond imagination.
Guide to Social S E R S /
C U STOMERS /
FAN
S
U
Business
O R K S / STA F
W F O
ET N
N
This is a working model that we L D
A
have designed which explains how
EM
N
SO
AN
we operate. We have a small core
PER
D
team of partners that invest in
CORE TEAM
building strong personal networks / PA R T N E R S
of potential collaborators and
advisors. We then work through our
personal networks to attract users,
customers and fans. Theses fans
will then mobilise the crowd and in
doing so will unlock untapped
leveraged assets. We focus 80% of
our efforts on the centre and let the
magic of peer-to-peer digital
technology to the rest.
We must acknowledge that Exponential organisations think in terms of
the smartest people in the community, which is made up of core team
world dont work for you and
they never will.However,
members, alumni (former team members),
they might just collaborate partners, vendors, customers, users and
or partner with you if the fans. The crowd can be though of as
opportunity and timing is everyone outsidethose core layers.
right.
True community occurs when peer-to-peer
Constant learning is engagementoccurs. Interacting with community is not simple
critical to stay on the a transaction. The more open the community, the more
exponential curve. In the traditional and best-practice-oriented the leadership model
exponential (information) has to be.One key ingredient for anexponentialproduct or
service is the question How likely is it that you would
age each individual can and recommend your company / product / service to a friend
should manage themselves or colleague?
as a business.
Try to find the unique The question that leads to exponential
insights that will give business ideas How do we harness the
your business the spare capacity that exists all around us?
edge.
How do we leverage untapped assets that are often ignored?
Study people in their problem Before Airbnb, travellers had little choice but to pay high prices
space. What are the things that for a hotel room, and property owners couldnt easily and
you can observe that people reliably rent out their unoccupied space. Airbnb saw untapped
dont even know about supply and unaddressed demand where others saw nothing at
themselves? Which past all. The same is true of private car services Lyft, Uber and
assumptions no longer apply? BlaBlaCar. In fact BlaBlaCar transports more people each
What unconscious biases and month that Eurostar, and Airbnb is now the worlds largest and
habits are driving peoples most profitablehotel.
decisions?
Digital brings the marginal cost of supply to zero. Airbnb
This is why design thinking incurs no cost when another host joins their system.
matters. It helps us to discover It costs Airbnb essentially nothing to add an additional
the details, the secrets, the property and host to its virtual hotel. How can your venture
insights that will give us the leverage this new reality?
competitive edge.
The sharing / circular economy & collaborative
consumption open up new opportunities for
breakthrough innovations
1. Idea generation
DISRUPTION 2. Idea screening
3. Concept development and testing
LINEAR
4. Business analysis
5. Beta and market testing
6. Technical implementation
TIME
7. Commercialisation
When you think linearly, when your operations are
8. New product pricing
linear, and when your measures of performance and
success are linear, you cannot help but end up with NEW: Crowd-powered innovation process.
a linear organisation, one that sees the world
through a linear lens. This is the story of the tech
giant Nokia. 1. Crowd Powered Ideation
Top-down and hierarchical organisationculture. 2. Rapid Prototyping
Driven by financial outcomes. Linear, sequential
thinking. Inward looking for innovation. Risk
3. Product Launch (and iterate)
intolerance. Process inflexibility. Large numbers of
staff employees. Strongly invested in the states quo It takes Quirky 29 days from idea generation to
with many liabilities (assets under its control /
ownership). No wonder Nokia has fallen from grace.
seeing the product on sale at your local store.
Quirky mobilises a
community of almost
1 million inventors.
Ask yourself
How can we reduce the distance from our team
and our customers?
How could you leverage the power of the crowd to grow
your business exponentially?
Exponential Questions
These are the questions What does enabling agility and learning in organisation really mean?
youneed to ask yourself How can we bind collective aspirations?
not just once, but every How can we attract top talent across our networks?
month or even week. How can we establish a co-operative non-political culture?
What does it take be How do we enable fresh perspectives to enter the problem space?
become and stay How do we form stronger bonds among the core team?
exponential? What are the interfaces that we will use to mobilise staff on demand?
What gives an organisation meaning?
What will compel employees, customers and even members of the
general public to devote themselves to the success of your enterprise?
How do we leverage community to build out ideas?
How much have you internalised the philosophy of being an ExO? How
does it inform your daily operations in terms of autonomy and social
technology?
How efficiently do you use the right tools, from dashboards to
interfacing? And how open are you to risk, to experimentation and even
to failure?
More Exponential Questions
Dont just think about the metrics. Think about how that data can be
communicated to your team (ideally in real time) so that they can make
better decisions. Too many numbers lead to confusion and paralysis. You
want to get everyone in the team to think creatively around how they can
leverage data to optimise their performance one small insight and change
at a time.
Deciding what to All smart systems start as manual processes
Measure that gradually become automated around
the edges. Eventually, the process becomes
Most organisation are set up to a platform / digital interface that enables an
scale efficiencies. In the new
digitised knowledge economy what
organisation to seamlesslyscale, especially
we actually need to scale is on a global level.
learning. What is needed now are new
dashboards that measure the learning A good way to develop your business dashboard is to start by
capability of organisations.
mapping out all the activities that happen within your
Ask yourself organisation. Then brainstorm all of the touch points where your
How many (Lean Startup) experiments organisation interacts with customers / users. Then brainstorm
or A/B-tests did customer service run all the metrics that you can measure and how you can collect
last week? this data. Just keep digging down into the detail and intuit
How many innovative ideas have been which metrics are most important. Make sure you relate your
collected over the past year? How
metrics to your finances (bottom line) as well as your long term
many have been implemented?
What percentage of total revenues is impact goals (purpose).
driven by new products from the last
three years?
Deciding what to
Dave McClures AARRR Model
Measure Acquisition: How do users find you? - growth metric
Activation: Do users have a great first experience? - value metric
Good metricslist for a digital product Retention: Do users come back? - value metric
Revenue: How do you make money? - value metric
Total users Referral: Do users tell others? - growth metric.
New guests within last day
Total number of Personal Users (active) Ask these questions Periodically.
New Personal User registrations Who is your customer?
within last day Which customer problem are you solving?
Percentage of New Personal What is your solution and does it improve the status quo by at least 10x?
Users vs new Guests within last day How will you market the product or service?
Total Pro Subscribers How are you selling the product or service?
New Pro Subscriberswithin last day How do you turn customers into advocates using viral effects and technology
Percentage of New Pro Subscribers vs. to drive down the marginal cost of demand?
new Personal Users within last day How will you scale your customer segment?
Total Cash receipts How will you drive the marginal cost of supply towards zero?
Cash receipts within last 30 days
Cash receipts within last day When designing a product or service think about how you will measure
performance from the very beginning. When you start to grow, you will be
Capturing this information each month will thankful that you designed smart analytics into your product, trust me.
give you unique market intelligence and
customer insight.
Most people think only in
terms of what theyve been
Learn to Think Differently
taught; schooling itself aims to From an early age we are taught the right way to do things is to
impart conventional wisdom. proceed one very small step at a time, day by day, grade by
What are the fields that will grade. If you over-achieve and end up learning something
matter that have not been thats not on the test, you wont receive credit for it (so whats
standardised or the point in searching). However, In return for doing exactly
institutionalised? whats asked of you (just that little bit better than your peers),
you'll get an A. This process extends all the way up through to
university, where academics chase large numbers of trivial
I never let my publications instead of breaking new frontiers.
schooling get in the We are programmed with risk aversion all the through
way of my education school and university. When students enter the workplace all
they know is how to follow instructions, when what they actually
need to be learning is how to re-write the manual.
- Mark Twain
Start with a very small market. Leveraging Network Effects
Always err on the side of starting To reap the rewards of the network effect
too small. The reason is simple: you must focus completely on your early
its easier to dominate a small
market than a large one. If you adopters / power users. By generating value
think your initial market might be for your first customers you enable
too bit, it almost certainly is. networkeffects to kick in.
The most successful companies
focus on dominating a specific
niche and the scaling to adjacent
markets. Focus on the customers
/ power user who really need Kevin Kelly Ted talks
your product.
https://www.youtube.com/
watch?v=GS1xL1qcBa4
https://www.youtube.com/
A great article by Kevin Kelly watch?v=ap-ZC21bk18
Think of your The essence of community, its very heart and soul,
is the concept of non-monetary exchanges of
network as your
value; things we do and share because we care
community for others, and for the good of the place (our
shared environment). Community is composed of
that which we dont attempt to measure, for which
we keep no record and ask no recompense.
Dont try to build a network. Instead try to grow a community through
many small acts of kindness and contribution. This is how you connect
with someones human nature rather. Community requires no currency,
contracts, government, laws, courts, police, economists, lawyers and
accountants It requires only ordinary caring people with a fabric of
trust. True community requires proximity, continual, direct contact and
interaction between the people, place and things of which it is
composed.
Think of your The strength and reality of every organisation
network as your lies in the sense of community of the people
community who have been attracted to it, its success has
enormously more to do with clarity of a shared
purpose, common principles. and strength of
belief in them than with money, material
assets or management practices important
as they may be.
workshops can also turn into toxic time-wasting OPEN N AV I GAT E CLOSE
meetings that generate political tension rather EXAMINE
than creative momentum and insight. To avoid this
it is important to think through your workshop in FOLLOW UP
three stages.
ACTION FEEDBACK
Coaching-led Content-led
Building Teams Creating Change Developing
(relationships / (ownership & ideas (creativity
Questions relaxed) assessment) and excitement) Presentation
Open Discussions Focused tasks
Engagement Practical Action
Have two people. One is the lead facilitator / talker. Their role is to
Workshopping Tips deliver the content, getting everyone involved, keep to time and keep
the energy of the room high with positive reinforcement. The other
person takes the role of the observer and recorder, who captures the
Things to think about when learning nuggets and provides playbacks throughout the day. Both
preparing and delivering a facilitators should meet beforehand and throughout the session to
workshop reflect on how things are going and where improvements can be made.
Keeping the energy high. If you are running a half or full day
Often it is worthwhile for workshop, it is important to break up the session into 15-20min stages.
workshops to be led by an Get people out of their chairs regularly. Print out some large posters
independent facilitator. and shift the presentation to another space in the room, where your
participants are standing, not sitting. It may even be good to go a
People may be more open in group stretch to get the blood flowing and the energy back after lunch.
interviews and workshops
about their organisations Dealing with trouble. Sometimes you may find yourself running a
shortcomings with someone workshop where someone begins to dominate the room. You can sense
who is not a party to the the tension building. The best way to approach this situation is to starve
proposed project and the trouble-makers of attention. Mention the importance that everyones
promises anonymity. voice is heard. Switch to a short period of quiet individual thinking.
Then invite others to speak.
Workshopping Tips Get rid of the baggage. Often people bring a lot of baggage into a
workshop (stress or preconceived ideas / solutions). A great facilitator is
able to remove the tensions and get everyone to leave their current
Things to think about when reality behind and imagine something new. Icebreakers are useful to
shift everyone focus away from their last meeting or to do list, and onto
preparing and delivering a the session at hand. A nice way to warm up the room is for everyone to
workshop introduce themselves by answering a relevant question based on
purpose of the session. This is a great way to drawing out the different
perspectives and biases. At the end of the session you can go around
again and see how far you have all travelled in your thinking.
Closing the session. Get the group to reflect on the core question of
the workshop and to share their initial bias and reflections. Then you can
see how far you have all travelled, before and after. Sensing and feeling
the impact of the day is critical. Voice concerns and challenges.
Date
Participants
One-liner purpose
Invitation email with agenda & prep content attached
Stimulus &
Who leads and What would a good
Section Name How long? Contextual Pick you exercise
who captures answer look like?
Research
How to build great teams
Try to connect the quest for - Acknowledge that the task is boring. This is an act of
excellence to a larger purpose. empathy, of course. And the acknowledgement will help
Some might dismiss notions like people understand why this is the rare instance when 'if-
these as gooey and idealistic, but then' rewards are part of how your organisation operates.
the science says otherwise. The Find ways to make it more interesting.
science confirms that this sort of
behaviour is essential to being - Allow people to complete the task their own way.
human - and that now, in a rapidly Think autonomy, not control. State the outcome you need.
changing economy, it is also critical But instead of specifying precisely the way to reach it -
for professional, personal and give them freedom over how they do the job.
organisational success of any kind.
"As an entrepreneur, I'm blessed Carrots and sticks
with autonomy over task, time, the seven deadly flaws
technique and team. Here's the 1) They can extinguish intrinsic motivation
thing: If I maintain that autonomy, I 2) They can diminish performance
fail. I fail to ship. I fail to excel. I fail 3) They can crush creativity
to focus. I inevitably end up either 4) They can crowd out good behaviour
with no product or a product the 5) They can encourage cheating, shortcuts and unethical behaviour
market rejects. The art of the art is 6) They can become addictive
picking your limits. That is the 7) They can foster short-term thinking.
autonomy I most cherish. The
freedom to pick my boundaries." Encouraging autonomy doesn't mean discouraging accountability.
- Seth Godin, Purple Cow Whatever operating system is in place, people must be
accountable for their work and have the authority to carry it out in
the way they think best. Managers should design tasks in such a
way that employees have clear objectives and a way to get quick
feedback. Coaching is key.
As they were
As they are
As they might become
And as they ought to be (theimpossible
imagined)
Management Lessons
What is the single most important responsibility of any mangers?
1) To manage oneself, ones own integrity, character, ethics,
knowledge, wisdom, temperament, works and acts.
Without management of self, no one is fit for authority.
2) Mange those who have authority over us
3) Then it is to manage ones peers.
Then one need only select decent people, introduce them to the
concept, induce them to practice it, and enjoy the process.
Then see that they are properly recognised and rewarded and
then stay out of their way.
Money motivates neither the best people nor the best in people.
Payment as reward should be symbolic not a genuine driver for
action.The future belongs to companies who can create a
positive relationship with society - one that generates value for
everybody.
Dont forget to work on your business rather
than in it
Technician, Entrepreneur, Manager
The reason most small businesses don't work is that they are run by
a "Technician", someone who knows how to do the technical work
involved in a job, without much thought to two other, equally
important roles described in the book, the "Entrepreneur" and the
"Manager". These are not separate people, but distinct elements of
our personalities. In other words, while we might be biased towards
one, we all have all of them, and to successfully run a small
business, they must all play a role.
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