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Culture At Netflix | Netflix Jobs
7 insights
Performance Management for Agile People
4 insights
Abolishing Performance Appraisals - OKRs and Continuous Performance Management
3 insights
6 tips to create agile performance management in your business
2 insights
This Is How To Deal With Psychopaths And Toxic People: 5 Proven Secrets
2 insights
Helping teams achieve more with accurate performance reviews
2 insights
The New Rules of Talent Management
2 insights
Stop Wasting Money on Team Building
2 insights
OKR and Agile: Stop Waterfall Goals
2 insights
Compensation reviews, C&B at Spotify, comp and ben at Spotify, Salary benchmarking, salary reviews, compensation reviews
1 insight
Do Agile Teams Have Performance Reviews?
1 insight
Performance Review Peril: Adobe Study Shows Office Workers Waste Time and Tears
1 insight
5 Steps to Planning and Running Fast, Efficient Meetings (Including Agendas a...
1 insight
The Corporate Startup - Innovation Accounting
1 insight
How to Be More Engaged at Work
1 insight
Per aspera is actually the best way ad astra – WISDOMINATION
1 insight
Elon Musk's 'Productivity' Email to Tesla Employees Is Required Reading for Every Entrepreneur
1 insight
How to do Agile performance reviews • Scrumology Pty Ltd
1 insight
35 INSIGHTs ON: Performance Review10Leadership6HR3Team work2Compensation2Agile2Psychology2
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The Corporate Startup - Innovation Accounting
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innovation metrics

Innovation Accounting

Manage the development of new products and business models and align innovation with your business strategy.

Within our model, there are three types of key performance indicators (or KPIs) each company should be tracking for innovation. Reporting KPIs are connected to innovation practice. These focus on product teams, the ideas they are generating, the experiments they are running and the progress they are making from ideation to scale. Governance KPIs are connected to innovation management. The focus here is on helping the company make informed investment decisions based on evidence and innovation stage. Global KPIs are connected to innovation strategy. The focus here is on helping the company examine the overall performance of their investments in innovation in the context of the larger business.

Activity metrics focus on how busy the company has been with innovation. They measure the level of innovation activity going on (e.g. number of new products launched, number of experiments run, ideas prototyped). In contrast, impact metrics measure the tangible results that are emerging from this innovation activity. Revenue and profits are the ultimate measure of impact.

6 days ago
Stop Wasting Money on Team Building
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we learned that to get people to work together, we had to let them figure out how that would actually improve results
3 months ago
Stop Wasting Money on Team Building
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collaborate vs own work
It occurred to us that their failure to collaborate was, ironically, a function of their excelling at the jobs they were hired to do and of management reinforcing that excellence. Collaboration, on the other hand, was an idealized but vague goal with no concrete terms or rules. What’s more, collaboration was perceived as messy. It diluted accountability and offered few tangible rewards.
3 months ago
How to Be More Engaged at Work
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4 ways to be engaged
Engagement at work is a kind of authentic vitality or contented immersion in work that enables progress and growth. Studies suggest that it has four main aspects: having a sense of autonomy; making regular, meaningful progress; readily feeling positive emotions; and experiencing flow—that is, periods when you are so deeply absorbed in what you’re doing that you lose track of time.
3 months, 2 weeks ago
1
Elon Musk's 'Productivity' Email to Tesla Employees Is Required Reading for Every Entrepreneur
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how to light the fire
Our car needs to be designed and built with such accuracy and precision that, if an owner measures dimensions, panel gaps and flushness, and their measurements don’t match the Model 3 specs, it just means that their measuring tape is wrong.”
4 months ago
This Is How To Deal With Psychopaths And Toxic People: 5 Proven Secrets
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psychopaths
Their thrill seeking nature is mistaken for prized employee qualities like “high energy” and being “action oriented.” And their lack of feelings? Oh, in the business world we call that “ability to make tough decisions.” Or someone who is “cool under fire.” You know… the stuff leaders are made of.
5 months, 2 weeks ago
This Is How To Deal With Psychopaths And Toxic People: 5 Proven Secrets
Saved in
psychopaths
Their thrill seeking nature is mistaken for prized employee qualities like “high energy” and being “action oriented.” And their lack of feelings? Oh, in the business world we call that “ability to make tough decisions.” Or someone who is “cool under fire.” You know… the stuff leaders are made of.
5 months, 2 weeks ago
5 Steps to Planning and Running Fast, Efficient Meetings (Including Agendas a...
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Rather than having a calendar that looks like a crime scene, make every day between 3-5pm open for meetings, or turn Tuesdays into “Admin day.”
5 months, 2 weeks ago
Culture At Netflix | Netflix Jobs
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Highly Aligned, Loosely Coupled

As companies grow, they often become highly centralized and inflexible. Symptoms include:

  • Senior management is involved in many small decisions
  • There are numerous cross-departmental buy-in meetings to socialize tactics
  • Pleasing other internal groups takes precedence over pleasing customers
  • The organization is highly coordinated and less prone to error, but slow and frustrating

We avoid this by being highly aligned and loosely coupled. We spend lots of time debating strategy together, and then trust each other to execute on tactics without prior approvals. Often, two groups working on the same goals won’t know of, or have approval over, their peer activities. If, later, the activities don’t seem right, we have a candid discussion. We may find that the strategy was too vague or the tactics were not aligned with the agreed strategy. And we discuss generally how we can do better in the future.

5 months, 2 weeks ago
3
Culture At Netflix | Netflix Jobs
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“I know you disagree, but I’m going to do X because I think it is a better solution. Let me know if you want to specifically override my decision.”
5 months, 2 weeks ago
Culture At Netflix | Netflix Jobs
Saved in
We strive to develop good decision-making muscle everywhere in our company. We pride ourselves on how few, not how many, decisions senior management makes. We don’t want hands-off management, though. Each leader’s role is to teach, to set context, and to be highly informed of what is happening. The only way to figure out how the context setting needs to improve is to explore a sample of all the details. But unlike the micro-manager, the goal of knowing those details is not to change certain small decisions, but to learn how to adjust context so more decisions are made well.
5 months, 2 weeks ago
Culture At Netflix | Netflix Jobs
Saved in

To help us attract and retain stunning colleagues, we pay employees at the top of their personal market. We make a good-faith estimate of the highest compensation each employee could make at peer firms, and pay them that max. Typically, we calibrate to market once a year. We do not think of these as “raises” and there is no raise pool to divide up. The market for talent is what it is. We avoid the model of “2% raise for adequate, 4% raise for great”. Some employees’ market value will rapidly rise (due both to their performance and to a shortage of talent in their areas) while other employees may be flat year-to-year, despite doing great work. At all times, we aim to pay all of our people at the top of their personal market.

Note that if our company experienced financial difficulty, we wouldn’t ask our employees to accept less pay. A sports team with a losing record still pays top of personal market for the players they hope will get them back into a winning position. On the other hand, if the company does well, our broadly distributed stock options become quite valuable.

5 months, 2 weeks ago
Culture At Netflix | Netflix Jobs
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We focus on managers’ judgment through the “keeper test” for each of their people: if one of the members of the team was thinking of leaving for another firm, would the manager try hard to keep them from leaving? Those that do not pass the keeper test (i.e. their manager would not fight to keep them) are promptly and respectfully given a generous severance package so we can find someone for that position that makes us an even better dream team. Getting cut from our team is very disappointing, but there is no shame. Being on a dream team can be the thrill of a professional lifetime.
5 months, 2 weeks ago
Culture At Netflix | Netflix Jobs
Saved in
We focus on managers’ judgment through the “keeper test” for each of their people: if one of the members of the team was thinking of leaving for another firm, would the manager try hard to keep them from leaving? Those that do not pass the keeper test (i.e. their manager would not fight to keep them) are promptly and respectfully given a generous severance package so we can find someone for that position that makes us an even better dream team. Getting cut from our team is very disappointing, but there is no shame. Being on a dream team can be the thrill of a professional lifetime.
5 months, 2 weeks ago
Culture At Netflix | Netflix Jobs
Saved in
We focus on managers’ judgment through the “keeper test” for each of their people: if one of the members of the team was thinking of leaving for another firm, would the manager try hard to keep them from leaving? Those that do not pass the keeper test (i.e. their manager would not fight to keep them) are promptly and respectfully given a generous severance package so we can find someone for that position that makes us an even better dream team. Getting cut from our team is very disappointing, but there is no shame. Being on a dream team can be the thrill of a professional lifetime.
5 months, 2 weeks ago
OKR and Agile: Stop Waterfall Goals
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agile hippos

There is a flawed assumption behind Agile. The modelis basedon the stakeholders telling the teams what needs tobe doneand then reviewing the work.

Ron Jeffries described a hypothetical conversation with a stakeholder (emphasis mine):

“Every week you get to tell us what’s most important to you, and we’ll tell you what we think we can accomplish. A week later, you have it in your hands. […] You could ship it out if you want to.”

The stakeholders decide what to do and if work will ship, following the taylorist model. The assumption is that they know what is valuable and their opinion is a measure of actual value.

But data shows otherwise. For example, a paper published by Ron Kohavi analyzed the results from a set of ideas at Microsoft. Only 1/3 created astatisticallysignificant positive change in the desired metrics.
 
Instead of collecting data and measuring what works, Agile asks the HiPPOs what to build. And they have an error margin of 66% or more.
5 months, 2 weeks ago
OKR and Agile: Stop Waterfall Goals
Saved in
agile hippos

There is a flawed assumption behind Agile. The modelis basedon the stakeholders telling the teams what needs tobe doneand then reviewing the work.

Ron Jeffries described a hypothetical conversation with a stakeholder (emphasis mine):

“Every week you get to tell us what’s most important to you, and we’ll tell you what we think we can accomplish. A week later, you have it in your hands. […] You could ship it out if you want to.”

The stakeholders decide what to do and if work will ship, following the taylorist model. The assumption is that they know what is valuable and their opinion is a measure of actual value.

But data shows otherwise. For example, a paper published by Ron Kohavi analyzed the results from a set of ideas at Microsoft. Only 1/3 created astatisticallysignificant positive change in the desired metrics.
 
Instead of collecting data and measuring what works, Agile asks the HiPPOs what to build. And they have an error margin of 66% or more.
5 months, 2 weeks ago
The New Rules of Talent Management
Saved in
An early-days CEB survey suggested that people actually got less feedback and support when their employers dropped annual reviews. However, that’s because many companies put nothing in their place. Managers felt no pressing need to adopt a new feedback model and shifted their attention to other priorities. But dropping appraisals without a plan to fill the void was of course a recipe for failure.
5 months, 2 weeks ago
The New Rules of Talent Management
Saved in
An early-days CEB survey suggested that people actually got less feedback and support when their employers dropped annual reviews. However, that’s because many companies put nothing in their place. Managers felt no pressing need to adopt a new feedback model and shifted their attention to other priorities. But dropping appraisals without a plan to fill the void was of course a recipe for failure.
5 months, 2 weeks ago
6 tips to create agile performance management in your business
Saved in
  • Frequent feedback, rather than bi-annual/annual structured reviews
  • Regular conversations, check-ins and flexibility, rather than annual objectives or formal arranged meetings
  • Coaching conversations and a focus on growth and development, rather than on delivery against objectives
  • 5 months, 2 weeks ago
    6 tips to create agile performance management in your business
    Saved in
  • Frequent feedback, rather than bi-annual/annual structured reviews
  • Regular conversations, check-ins and flexibility, rather than annual objectives or formal arranged meetings
  • Coaching conversations and a focus on growth and development, rather than on delivery against objectives
  • 5 months, 2 weeks ago
    Performance Review Peril: Adobe Study Shows Office Workers Waste Time and Tears
    Saved in
    • One in three Millennials has cried after a performance review (34 percent), 47 percent have looked for another job and 30 percent say they’ve quit outright.
    • Men report especially strong reactions. One in four men has cried after a performance review (25 percent men vs. 18 percent women). Men are also more likely to have looked for another job (43 percent men vs. 31 percent women) or quit (28 percent men vs. 11 percent women).

    5 months, 3 weeks ago
    Helping teams achieve more with accurate performance reviews
    Saved in
    Adoberevealed last year that over 47% of employees seek new employment after receiving inaccurate performance review results.
    5 months, 3 weeks ago
    2
    Helping teams achieve more with accurate performance reviews
    Saved in

    “74% of employees believe their performance reviews are inaccurate reflections of what they achieved at work.”

    5 months, 3 weeks ago
    Abolishing Performance Appraisals - OKRs and Continuous Performance Management
    Saved in
  • Improvement: focus on improving performance at a team or organization level by making company goals visible and aligning everyone to company objectives.
  • Coaching & Guidance: drop mandated ratings and evaluations to allow supervisors to partner with employees and mentor them on a continuous basis.
  • Feedback & Communication: Create a culture where everyone is responsible for gathering their own feedback whenever they need it from whoever they trust, without worrying that it would be stored in the employment files.
  • Compensation: Pay people fairly based on market rates and get their focus away from pay. Work on creating an environment where people get meaning and joy from what they do.
  • Staffing Decisions: Partner with people to implement career management and development programs that are executed in a supportive environment.
  • Termination and Legal: Deal with poor performers separately and find the best counselling method based on the employee and the situation. Coach the employee in or out of the organization gracefully. This will also lower chances of terminated employees filing lawsuits.
  • 5 months, 3 weeks ago
    Abolishing Performance Appraisals - OKRs and Continuous Performance Management
    Saved in
    Assumption: People withhold effort if they feel they are not being extrinsically rewarded.
    Defect: 
    Research shows that extrinsic rewards can actually cause more harm than good and can kill intrinsic motivation. Focusing on creating meaning and joy at work unleashes intrinsic motivation.
    5 months, 3 weeks ago
    Abolishing Performance Appraisals - OKRs and Continuous Performance Management
    Saved in
    Assumption: Ratings are motivating and let people know where they stand.
    Defect: Ratings are not motivating because everyone expects to be rated highly and have their efforts appreciated. Receiving unsatisfactory ratings (and for some, even satisfactory ratings) causes disengagement and demotivation.
    5 months, 3 weeks ago
    Per aspera is actually the best way ad astra – WISDOMINATION
    Saved in
    no pain no gain

    The system – any system – needs external jolts to develop towards greater complexity, because it settles into “local optima” without them. This is a powerful idea that we can observe at work at different scales, including in the progress of human societies, and in an individual human life.

    5 months, 3 weeks ago
    Do Agile Teams Have Performance Reviews?
    Saved in

    Promotions and demotions

    • Instead of subjectively selecting somebody for a promotion, consider creating a company job marketplace where interested candidates apply for open jobs.
    • Clarify and publicize the skills, abilities and knowledge required for a certain job title.
    • Allow the teams to exclude team members that don’t fit in.

    Salaries and bonuses

    • Adjust salaries based on current market averages and yearly inflation.
    • Allocate bonuses to the team, let them decide the shares.
    • Include a feedback loop from the product’s success, using e.g. profit sharing.
    • Give bonuses as an exception, not as the norm. Don’t use large amounts.
    5 months, 4 weeks ago
    Performance Management for Agile People
    Saved in

    incorrect beliefs:

    • Small variances in compensation will drive large changes in behavior.
    • Job satisfaction is largely due to compensation satisfaction.
    • Bonuses will make people smarter.
    • Rewarding one person does not demean another.
    • The ability of an employee to deliver results for the company is largely under the employee's control.
    • Raises keep the right people at the company.
    • Individual behavior is the prime driver of organizational success
    5 months, 4 weeks ago
    Performance Management for Agile People
    Saved in
    Here's how I did them. I announced to the team that we would do voluntary 360-degree reviews. Nobody was required to participate, but if you wanted feedback you had to give feedback for everybody else on the team, including the ScrumMaster and product owner. All feedback was handed in to the manager, who edited it together to make it impossible to determine who said what. Feedback was then delivered to each person directly and in private by the manager.
    5 months, 4 weeks ago
    Performance Management for Agile People
    Saved in
    Nearly all performance-appraisal systems are based on principles that are diametrically opposed to the agile philosophy, and virtually nobody can opt out of those systems.
    5 months, 4 weeks ago
    Performance Management for Agile People
    Saved in
    individual appraisals don't help the org
    The widespread practice of using individual performance appraisals to attain organizational improvement stems from the myth that better organizational performance will result from getting each person to do a better job. Substantial organizational improvement can only be achieved by improving the whole organization as a complex system
    5 months, 4 weeks ago
    How to do Agile performance reviews • Scrumology Pty Ltd
    Saved in
    Agile vs individual performance

    All but the very most incompetent managers know which of their employees are the top performers and which are the bottom feeders. Neither scrum nor waterfall nor lean nor agile makes this any more or less obvious. You can take action on your top 1% and bottom 1% (or even 5%) regardless of the methodology your teams use. Make sure your one or two true stars are kept happy, and don’t be afraid to deal with your one or two laggards.

    5 months, 4 weeks ago
    Compensation reviews, C&B at Spotify, comp and ben at Spotify, Salary benchmarking, salary reviews, compensation reviews
    Saved in
    growth vs salary

    “As controversial as this might sound, I’d say that those who land at the higher end didn’t choose to maximize their income in every given time of their life. Whereas, those who land in the lower salary bracket maximized their income from the outset.

    5 months, 4 weeks ago
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