I’m working across 4 companies of varying sizes at the moment
Here are the most common causes of friction I see and how you can prevent them….
Here are the most common causes of friction I see and how you can prevent them….
Clear strategic vision
With a clear understanding of where the company is headed (repeated over and over in every meeting), decisions can made at every level without the CEO in the room.
The teams have the destination and can figure out the best way to get there.
With a clear understanding of where the company is headed (repeated over and over in every meeting), decisions can made at every level without the CEO in the room.
The teams have the destination and can figure out the best way to get there.
Clear brand strategy and positioning
Without an understanding of you WHY - communicated and understood across every department - you will become a bag of features.
No one is buying features.
Without an understanding of you WHY - communicated and understood across every department - you will become a bag of features.
No one is buying features.
Focus & Anti-Goals
It’s faster to do one thing with 100% attention than 10 things at 10% attention.
Creating clear goals and anti-goals (what are we consciously choosing to not pursue) will help clear the teams to move faster.
It’s faster to do one thing with 100% attention than 10 things at 10% attention.
Creating clear goals and anti-goals (what are we consciously choosing to not pursue) will help clear the teams to move faster.
Clear definition of success
We need to promote this app feature!
Why?
to ⬆️ DAUs?
to ⬆️ sales?
we believe increased usage will increase LTV?
For a hypothesis with quantitative measures of success and test.
No goal? No go.
We need to promote this app feature!
Why?
to ⬆️ DAUs?
to ⬆️ sales?
we believe increased usage will increase LTV?
For a hypothesis with quantitative measures of success and test.
No goal? No go.
Leaders as teammates not GMs.
The leaders of the organization need to be in the trenches - holding hands with the team saying we are in this together. Not shouting instructions from the sidelines.
“We” mentality is the carrot vs stick motivator.
The leaders of the organization need to be in the trenches - holding hands with the team saying we are in this together. Not shouting instructions from the sidelines.
“We” mentality is the carrot vs stick motivator.
Clear DRIs
A DRI is the “directly responsible individual”
That person isn’t doing all the work but they are responsible for making sure it gets done.
So many meetings end with no one knowing who is clearly in charge of the project.
A DRI is the “directly responsible individual”
That person isn’t doing all the work but they are responsible for making sure it gets done.
So many meetings end with no one knowing who is clearly in charge of the project.
KUBA
Does someone KNOW what they need to do
UNDERSTAND why they need to do it
BELIEVE it’s the right thing to be doing
and have the resources to ACT on it?
Many times we jump from K to A as leaders and skip the U & B.
KUBA is a safe word for context and buy-in.
Does someone KNOW what they need to do
UNDERSTAND why they need to do it
BELIEVE it’s the right thing to be doing
and have the resources to ACT on it?
Many times we jump from K to A as leaders and skip the U & B.
KUBA is a safe word for context and buy-in.
Almost every company faces the same challenges as they grow and scale teams.
Get ahead of these and keep teams moving with velocity and excitement.
Get ahead of these and keep teams moving with velocity and excitement.
Loading suggestions...