Full DescriptionONE Number
- Combinatorial with four inputs
- Orientation effectiveness 🚧 - open question... does this encourage gaming the system? Managers will be incetivized to say their folks are higher milestones than they have been able to demonstrate?
- New hires, within 3 months, are no longer apprentices (achieved all of the appropriate milestones) on any of the required Assignments for the Position.
- Career journey guidance effectiveness
- When those you serve are asked the following question, 80%+ of them (strongly) agree: “When I look back from a year ago to where I am now... what I have achieved… how I’ve grown, I am excited about the progress I’ve made”.
- Employee Engagement drivers
- We do not hold anyone accountable for these measures directly, because it incentivizes behaviors we don’t want to incentivize… however, managers will have access to and should be aware of the opportunities of things we could do as well as the impacts of the things we have done on these measures. So the measure here is awareness of and a plan of action around this employee engagement data as measured by your manager (strongly) agreeing: "I am confident you know how those in your care are doing, what the biggest issues are, and you have a plan to improve them as well as a feedback loop to know if your actions are working"
- EOS's M in LMA (see below... there are 5 questions that we have to say yes to)
EOS' M in LMA
When I reflect on taking on this Assignment, I answer Yes to all of the following (or if I answer No, I have a plan on how to get to Yes):
Note: Here is a checklist PDF
- I keep expectations clear
- Mine and theirs, Roles(seats, Assignments, responsibilities, etc), Core Values, Rocks, and measurables
- I am communicating well
- Me and them, you know what is on each other's mind (no assumptions / no unstated expectations), 2 emotions, question-to-statement ratio
- I have the right Meeting Pulse™
- Even exchange of dialogue, reporting measurables, keeping the circles connected
- I am having Quarterly Conversations™
- The 5-5-5™, the People Analyzer™ (Core Values and GWC™)
- I am rewarding and recognizing
- give positive and negative feedback quickly (24hrs), criticize in private, praise in public, the Three-Strike Rule
- Note: EOS says "be their boss, not their buddy", and I, AR3, vehemently disagree with this being a necessary aspect of management, which is why it is not going to be a part of the people management within Product. Buddy away... so long as you can still hold each other accountable.
Above is the accountability, below are some strategies Product employs to achieve the One Number.
Systematize Clarity
Another critical aspect of management is seeking clarity (finding out what is working) and giving clarity (ensuring folks know what matters most and why it matters).
Within the Product team, we do that in various ways. One of those ways is seen by the fact that most Positions which require this Assignment will also be required to be a Function Lead for the appropriate function/domain, to ensure we are continuously working through this clarity feedback loop.
Systems with feedback loops are a great way to ensure accountability. Accountability to those we serve… being able to hold those we serve accountable, as well as accountability to our teammates. Knowing we can rely on each other.
Balancing autonomy and alignment to make room for innovation...
Building systems with feedback loops so that it is clear what winning is…
Leading with the principles of appreciative inquiry…
These are all vital for the thought work which we are responsible for. Our work product isn’t physical, and can’t be measured purely quantitatively. This means it is on us to foster an environment that embraces uncertainty… encourage a team that embraces constantly changing definitions of clarity… a culture that embraces continuous improvement.
Mission-Control… means focus on Outcomes
We are laser-focused on iteratively, continuously, relentlessly adding value to our vision.
The best way to do that is to be continuously learning and improving.
Outcomes, as opposed to outputs or activities, ensure we are all aiming at the same target/rowing in the same direction.
It also gives freedom to have trial and error, which is one of the most tried and true ways to have lasting growth.
Types of managers
The Product team greatly values flexibility and adjusting strategy (how we organize to solve problems) based on the strengths of the individuals on the team(s) in question. Therefore, the Positions which require “people management” (or the term I prefer, accountable servant leadership), will also not all look the same. Here is a non-exhaustive list of some potential types.