To put it bluntly, many teams have not yet clarified what kind of management problems they are facing, and they are eager to introduce a system that they found to be great when they heard it from the outside world. There is no way to solve the problem.
Remember, each team will form a unique culture, because the way the highest person makes decisions, the opportunity cost of sacrifice, and the judgment of the priority of each decision will eventually form the culture of this team. This is why even if you have finished watching Netflix, taking pictures and uploading IG sharing experience, you still can’t copy the same working environment, because you are not the Netflix CEO.
Therefore, instead of looking for answers from the outside, it is better to calm down and think about it. Before you actually start to introduce a certain management system, take the time to understand whether there are fundamental problems in your management team’s concept, and where should the organizational iteration go. At the beginning, and what management misunderstandings we often fall into.
There are some interesting Q&As in "Building a Growth Team" I shared on CakeResume on 5/9 of this year. You can come and see if you have mentioned the one that you are staggering in your heart.
The main premise is to say that the company is facing a competitive environment of unlimited games. Players do not win or lose forever. The key point is to find a way to survive in the game and keep playing. Therefore, how to make your own business model and organizational iteration to grow steadily and continuously has become the key to continuing to play. The cycle of team metabolism will continue to activate the organization and find the motivation for growth.
▍About team metabolism: necessary evil
First of all, I think that the most basic of team management, your team must have a regular cycle of metabolism, otherwise the process of company growth will be very painful.
My favorite example is that it is usually easy for new startups to extend that kind of revolutionary sentiment. They have infinite tolerance and responsibility for the three or five founding employees. It is possible that the associate associates have already experienced the speed and process of the company’s growth. Slowly get out of the track, cannot be promoted to a managerial position, and then it is not to be there, it is not to fire him, but every round of fundraising comes in. Based on loyalty, family feelings, and various intolerances, this Associate has a monthly salary of 88,000. The newly hired Manager can only give a monthly salary of 50,000.
Unfortunately, loyalty and trust in the workplace are based on professional competence, not pure emotional premium. The more you can't bear to implement the team's metabolism, the easier it will become a toxic workplace.
A cycle starts with goal setting and ends with rewards and punishments.
Goal setting: Decisions made at the highest level (usually called C Suite) will be involved in the expectations of shareholders, the state of competition in the market, and the judgment of value dimensions. Please make sure that this goal is specific, with clear motivation and good evaluation.
Communication motivation: It is usually the responsibility of middle and high-level managers. They must communicate the motivation and logic behind goal setting honestly and transparently, and communicate fully with team members.
Execution method: After the team members understand and understand the goal, the execution method, schedule, specifications, mode, process, etc. are established.
Review results: C Suite, middle and high-level managers and team members jointly review the specific results achieved by the goals, whether they are there or not, why there is, why not, what to do in the next round, how to strengthen good methods, and how to weaken bad processes.
Rewards and punishments: Evaluate everyone in the team (including C Suite). This is not "some people must be fired or bonuses", but "specific warnings and rewards must be given."
The first two links determine the team's sense of direction, and the last three links determine the team's sense of security. Usually after the end of a cycle, you can re-examine where each link is not complete enough, and which process is not close to human feelings. I think that the team's metabolism must be objective and flexible to have room for adjustment, optimization and growth.
Then it is divided into "sense of direction", "sense of security" and "reward and punishment" to explain.
(1) A sense of direction: goal setting & communication motivation
There are more problems in this link due to these two reasons:
Randomly set goals
Team transparency is too low
Well, I admit that "target chaos" can be tolerated to a certain extent. After all, few people naturally know how to be a boss, but after one or two messes up, they must quickly correct it, otherwise it will hurt the team in the long run. The sense of direction is disordered and core values cannot be accumulated. I recommend referring to the growth mindset to help you set your goals. The context will be clearer when evaluating your goals.
The short concept is like this, I will write another article to discuss the growth model
As for "Team transparency is too low" I think it is a question of trust. When a boss or supervisor is actually very taboo, a mentality is "I don't let the people below know too much", which is a kind of "distrust" for the team members who join the company, blindly reporting the good and not the worry, positive energy every day, and arrogance I think I can protect the employees below by taking it silently.
When the company is really at a critical juncture, what can really solve the problem is that all employees maintain the same vector to move forward, and such a "vector consensus" must rely on sufficient information sharing to empower employees to explore suitable solutions.
This is a vector concept proposed by Elon Musk
After the process of integrating consensus once or twice, the team’s sense of trust will slowly build up. I suggest that bosses and supervisors must regularly release specific and important company progress and growth motives so that the team can think about solutions together. Similarly, in a high position The person can also find a more balanced decision-making position based on the collective wisdom within the team.
(2) A sense of security: implementation methods & review results
The most common problems encountered by the team in implementing the plan and reviewing the results are:
Can't hold back, don't review, waste resources
I believe that everyone will inevitably experience the inexplicable "unsatisfied" situation of the boss. For example, I only set a goal at the beginning of the month, and every three days to see why the numbers have not risen, an emergency meeting was held to find everyone to review what happened. It took four or five hours for the meeting to be without results. The boss said, "Okay, the number is so It’s hard to know what’s going on, so we’ll all start again. Don’t do this now. Come on, start brain storming again.”
I think that as a boss or supervisor, to some extent, you have to bear the risk of decision-making. This risk includes "time tolerance", which is to challenge your understanding of goals as a decision maker and your confidence as a leader.
To be honest, reviewing the absolute value of a single number every hour will make the team paralyze the goal to some extent, start to doubt this direction, and even begin to weaken the sense of security of team members. At a deeper level, certain indicators need to rely on comprehensive information collection and digestion. For example: McDonald’s turnover is definitely not determined only by where the marketing budget is spent, so why certain companies’ turnover is determined by marketing. Did the department carry it?
Therefore, learning to let the bullet fly for a while and strengthening the understanding of each indicator will effectively reduce the risk of decision-making and increase the team's sense of security in the direction of progress.
The most taboo thing is "no review". This is a very disrespectful behavior for team members. It is difficult for these team members to spend time clarifying motivation, collecting numbers, changing products, and not caring about the results of the implementation for a long time. Isn't it a day job? Even if this goal is placed in a secondary priority order, it is necessary to give the team members a clear explanation. It is because of unexpected circumstances that caused this result.
(3) Rewards and punishments: necessary evil
After thinking about the sense of direction and security, every employee will have rewards and punishments after all. I think there are two key points in rewards and punishments:
Reduce subjective judgment
Means remain flexible
The key is to say "objective standards, multiple methods". When doing reviews, the first level is to regard whether the standards are met as an objective standard. Therefore, the "sense of direction" must be sufficient in the homework of the goal and communication. But how to reward and punish in reality does not necessarily have to be tied to the "bonus". Believe me, everything is tied to the bonus, and sometimes it makes you dead.
Assuming that the goal is to "get new orders", when the actual review is carried out, the following three employees
How should the rewards and punishments be?
When doing rewards and punishments, these parameters are usually used as judgments
In this example, employee B can reduce the CPI by 50%, and the operational ability of the advertisement is not a big problem in theory. Based on various possibilities, the supervisor is obliged to clarify the cause of this result and give a formal warning (most Good to send an Email), suppose the problem of employee B is that the tracking event is not complete enough. At this time, you can say:
"This season's results like yours are really problematic. I will help you coordinate the priority order with the product team, but you are responsible for communicating clearly with the product team all the tracking events you will use. This season, warn first, the next season It must be up to the standard. Then, the next time you encounter a problem, you should raise it immediately, and it will be too late to wait for the review."
However, there may be people who are upset why employee B has not been fired. Therefore, it is necessary to recognize that there is no fairness in rewards and punishments. Whether the team is fair or not is a question of feelings. We cannot take care of everyone's feelings, so we must maintain The objectivity and flexibility of metabolism, on the premise of objective facts, keep the flexibility of human touch in it.
▍Where is OKR used?
I think OKR is not a complete management system, it is a communication tool. It is a very effective bottom-up communication tool that integrates team goals and personal goals when the second link "communication motivation" in the team's metabolism.
The biggest misunderstanding of OKR is usually to tie it to performance, but OKR is essentially both qualitative and the goal is (for example: helping 10 employees get 900 points for TOEIC). How can this be used for performance? What about management?
Taking a closer look, I think OKR’s more important responsibility is to "clarify whether employees’ motivations and goals are the same as the team’s direction", which is the "vector consensus" mentioned in the first half of the article. , "When the employee's goal is reached, the team's goal is also achieved." This is the result that all teams dream of, and it is also where I think OKR can be most useful as a communication tool.
The concept of "team metabolism" is really derived from the past twelve years of work experience. Many management problems that have been experienced personally are often due to the lack of a clear definition of this cycle from the beginning, causing employees to feel confident. The mentality of different countries has even formed a variety of xenophobia, infighting in different countries, small circles at different levels, and competition among different departments.
Management has never been a simple matter. People are not machines. If there is a lack of "empathy" and "respect", it is difficult to create a team that has both a sense of direction and a sense of security. When the team has three people, thirty people, three hundred people, and 30,000 people, how can the system gradually become richer and more complete? And I think the basis of all this comes from the team's metabolism.
Remember, when this metabolism really runs through your team, you really start to understand what your company culture originally looked like, whether it is good or bad, and you always have to face it.
I personally first heard of OKR (Key Objective Results) in 2014, because Google makes good use of OKR to help employees and teams grow, and the results are amazing. However, even after contacting several start-up companies that started to use OKR, they still have no significant improvement in target management and team growth. Some companies even spent a lot of time communicating, clarifying, and evaluating, but the growth rate was dragged down.