Zappos Insights http://www.zapposinsights.com/ Zappos Insights Mon, 03 Aug 2015 15:06:30 GMT Kristy: What Culture Means To Me http://www.zapposinsights.com/blog/item/what-culture-means-to-me <p class="date"> 07/29/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 07/29/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <div class="summary"> <p> Culture means to trust. Too many organizations focus on controlling, restricting, and managing people. If you have to worry about all that, perhaps you&rsquo;re not hiring the right people. I was hired to do my job because the company believed I would be the best person to do the job, so I&rsquo;m trusted to do it. I&rsquo;m also trusted to make good decisions for the company, so I&rsquo;m free to use a tool that allows me to make any changes in the company I sense the need to make. The tool is called Holacracy.&nbsp;</p> </div> <div class="summary"> <p> Culture means to trust. Too many organizations focus on controlling, restricting, and managing people. If you have to worry about all that, perhaps you&rsquo;re not hiring the right people. I was hired to do my job because the company believed I would be the best person to do the job, so I&rsquo;m trusted to do it. I&rsquo;m also trusted to make good decisions for the company, so I&rsquo;m free to use a tool that allows me to make any changes in the company I sense the need to make. The tool is called Holacracy.&nbsp;</p> </div> <div class="html clearfix clear"> <p> Self-organization lead me down an unexpected path.</p> <p> <img alt="" class="img-thumbnail img-responsive" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/content/blog-summary/kristymeade.jpg" style="width: 300px; height: 300px; float: right; margin: 15px;" />Being a woman in tech, I encounter the effects of unconscious gender bias regularly. I want to stress the &ldquo;unconscious&rdquo; part, these are the things people don&rsquo;t even realize are influencing them, things people have no idea they&rsquo;re doing. Things like someone stopping by the Information Security area asking questions, and with each answer I give they turn to one of the men and don&rsquo;t continue to engage in the conversation until one of the men nods in agreement with my answer. While it doesn&rsquo;t protect from this particular gender bias, I realized that Holacracy provides protections that create an environment in which some actions based on unconscious gender bias are not possible.</p> <p> I decided to write an article about my discovery and shared it with some people at work. Within a week that article traveled farther than I ever thought it would and before I knew it I had women from all over the company emailing me, stopping me in hallways, coming by my desk to tell me their stories or asking for advice about gender bias in our workplace. I knew we weren&rsquo;t immune to it, but I had no idea so many others were suffering from the effects of this. What I heard from these women more than anything was &ldquo;I thought it was just me.&rdquo;</p> <p> This is when I realized the full potential of Holacracy. I had sensed a tension (a gap between where we were and where we could be). I had a unique perspective on this issue, no one else in the company knew just how many women needed help. So I, an Information Security Analyst, engaged my authority as a partner in Holacracy to resolve this tension. I found a team that had a purpose of &ldquo;Inspiring Zapponians to be the change they want to see&rdquo;, and decided that felt like the right place to process this tension. I proposed a role (like a new position to be filled in the company) for Diversity and Inclusion Specialist. I was added to the role and began to develop a diversity plan. When I began sharing that plan with others I discovered that almost everyone wanted to be a part of it. I was engaging people, inspiring people, I was leading, and I was trusted to do it.</p> <p> Where has this unexpected path lead? There is now a diversity team dedicated to making diversity and inclusion a fundamental priority of our company. I gave a talk on our campus about unconscious bias and how we can work together to change the way we handle it, and a week later someone came to me to tell me that I had changed her life. I spoke and it made a difference to someone. I used to think &ldquo;Who am I to change this?&rdquo; &ldquo;If I thought of it, surely everyone else has too.&rdquo; &ldquo;Why would anyone want to hear what I have to say?&rdquo; I didn&rsquo;t accept that I had the ability to solve these problems until Holacracy gave me a voice. And I realized I had something to say when people started listening.</p> <p> My thoughts on unconscious bias and self-organization as the socially responsible way to operate a company have reached people in India, Austria, and England in addition to our local community. Holacracy didn&rsquo;t just give me a voice, it gave me a powerful voice. None of this would have been possible if Zappos hadn&rsquo;t trusted me enough to give me the authority to change anything I sensed the need to change. Culture means to trust.</p> </div> <div class="html clearfix clear"> <p> Self-organization lead me down an unexpected path.</p> <p> <img alt="" class="img-thumbnail img-responsive" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/content/blog-summary/kristymeade.jpg" style="width: 300px; height: 300px; float: right; margin: 15px;" />Being a woman in tech, I encounter the effects of unconscious gender bias regularly. I want to stress the &ldquo;unconscious&rdquo; part, these are the things people don&rsquo;t even realize are influencing them, things people have no idea they&rsquo;re doing. Things like someone stopping by the Information Security area asking questions, and with each answer I give they turn to one of the men and don&rsquo;t continue to engage in the conversation until one of the men nods in agreement with my answer. While it doesn&rsquo;t protect from this particular gender bias, I realized that Holacracy provides protections that create an environment in which some actions based on unconscious gender bias are not possible.</p> <p> I decided to write an article about my discovery and shared it with some people at work. Within a week that article traveled farther than I ever thought it would and before I knew it I had women from all over the company emailing me, stopping me in hallways, coming by my desk to tell me their stories or asking for advice about gender bias in our workplace. I knew we weren&rsquo;t immune to it, but I had no idea so many others were suffering from the effects of this. What I heard from these women more than anything was &ldquo;I thought it was just me.&rdquo;</p> <p> This is when I realized the full potential of Holacracy. I had sensed a tension (a gap between where we were and where we could be). I had a unique perspective on this issue, no one else in the company knew just how many women needed help. So I, an Information Security Analyst, engaged my authority as a partner in Holacracy to resolve this tension. I found a team that had a purpose of &ldquo;Inspiring Zapponians to be the change they want to see&rdquo;, and decided that felt like the right place to process this tension. I proposed a role (like a new position to be filled in the company) for Diversity and Inclusion Specialist. I was added to the role and began to develop a diversity plan. When I began sharing that plan with others I discovered that almost everyone wanted to be a part of it. I was engaging people, inspiring people, I was leading, and I was trusted to do it.</p> <p> Where has this unexpected path lead? There is now a diversity team dedicated to making diversity and inclusion a fundamental priority of our company. I gave a talk on our campus about unconscious bias and how we can work together to change the way we handle it, and a week later someone came to me to tell me that I had changed her life. I spoke and it made a difference to someone. I used to think &ldquo;Who am I to change this?&rdquo; &ldquo;If I thought of it, surely everyone else has too.&rdquo; &ldquo;Why would anyone want to hear what I have to say?&rdquo; I didn&rsquo;t accept that I had the ability to solve these problems until Holacracy gave me a voice. And I realized I had something to say when people started listening.</p> <p> My thoughts on unconscious bias and self-organization as the socially responsible way to operate a company have reached people in India, Austria, and England in addition to our local community. Holacracy didn&rsquo;t just give me a voice, it gave me a powerful voice. None of this would have been possible if Zappos hadn&rsquo;t trusted me enough to give me the authority to change anything I sensed the need to change. Culture means to trust.</p> </div> Thu, 30 Jul 2015 04:14:41 GMT http://www.zapposinsights.com/blog/item/what-culture-means-to-me Passion Vs. Purpose: Finding What May Be Missing In Your Workday http://www.zapposinsights.com/blog/item/passion-vs-purpose-finding-what-may-be-missing-in-your-workday <p class="date"> 07/15/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 07/15/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <div class="summary"> <p> &ldquo;Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do&rdquo; ~ Steve Jobs</p> </div> <div class="summary"> <p> &ldquo;Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do&rdquo; ~ Steve Jobs</p> </div> <div class="html clearfix clear"> <p> <img alt="" class="img-thumbnail img-responsive" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/photos/purpose_post.png" style="width: 500px; height: 294px; float: right; margin: 15px;" />In a perfect world, everyone would do what they love. If you&rsquo;re lucky enough to truly enjoy your work, stop reading! For those who may need a little extra push to make it through the 9 to 5, it&rsquo;s time to spark the fire that gets you going again! According to a recent study by Gallup, most of us may need that push. &nbsp;Their research indicates only 13% of employees across 142 countries are engaged at work. [<a href="http://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx">http://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx</a>] Yikes!&nbsp;</p> <p> What drives engagement and why is it so important? For most of us, passion drives engagement and motivation. We all know what passion is. It excites us...it pushes us. We are often told to &ldquo;pursue our passion,&rdquo; and for good reason! But don&rsquo;t forget about the other important piece of the puzzle: purpose.&nbsp;</p> <div> &nbsp;</div> <p> The concepts of passion and purpose may seem interchangeable, but with a deeper look, the differences between the two become clear. Passion tends to be inwardly focused. It&rsquo;s what drives us, makes us feel good; it&rsquo;s about the individual. Purpose, on the other hand, is typically outwardly focused; it usually involves the greater impact we make on others and the effect we have on our surroundings.&nbsp;</p> <p> The core of your purpose tends to remain the same throughout your life but will likely evolve as you discover new experiences and grow as a person. We don&rsquo;t have the magic formula to discovering your purpose but some things to consider when thinking about what truly gets you going are:&nbsp;</p> <p> &bull; &nbsp;Your values</p> <p> &bull; &nbsp;Your unique talents</p> <p> &bull; &nbsp;What you want to give back to the world</p> <p> &bull; &nbsp;What inspires you</p> <p> Now that you&rsquo;re starting to let that simmer, think about the purpose of the work you currently do. At Zappos, our work is centered around purpose. In Holacracy, a team (or in Holacracy language, a circle) cannot be created without a purpose. Think about that. In order for work to be done, there has to be a reason why and the people doing the work need to strongly align with that purpose. Try asking yourself what the reason why behind your work is. You may need to ask yourself a few times to really get down to the core of what that purpose is.</p> <p> A study by Deloitte reports that 73 percent of employees who say they work at a &quot;purpose-driven&quot; company are engaged, compared to just 23 percent of those who don&rsquo;t.&nbsp;</p> <p> (<a href="http://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-culture-of-purpose.pdf">http://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-culture-of-purpose.pdf</a>). Aligning yourself with the purpose of the work you do should help you better connect to the day to day tasks that help bring that purpose to life, hopefully bringing a whole new meaning to your work day leaving you more fulfilled, productive, and engaged. Who wouldn&rsquo;t want to be a part of that?</p> </div> <div class="html clearfix clear"> <p> <img alt="" class="img-thumbnail img-responsive" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/photos/purpose_post.png" style="width: 500px; height: 294px; float: right; margin: 15px;" />In a perfect world, everyone would do what they love. If you&rsquo;re lucky enough to truly enjoy your work, stop reading! For those who may need a little extra push to make it through the 9 to 5, it&rsquo;s time to spark the fire that gets you going again! According to a recent study by Gallup, most of us may need that push. &nbsp;Their research indicates only 13% of employees across 142 countries are engaged at work. [<a href="http://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx">http://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx</a>] Yikes!&nbsp;</p> <p> What drives engagement and why is it so important? For most of us, passion drives engagement and motivation. We all know what passion is. It excites us...it pushes us. We are often told to &ldquo;pursue our passion,&rdquo; and for good reason! But don&rsquo;t forget about the other important piece of the puzzle: purpose.&nbsp;</p> <div> &nbsp;</div> <p> The concepts of passion and purpose may seem interchangeable, but with a deeper look, the differences between the two become clear. Passion tends to be inwardly focused. It&rsquo;s what drives us, makes us feel good; it&rsquo;s about the individual. Purpose, on the other hand, is typically outwardly focused; it usually involves the greater impact we make on others and the effect we have on our surroundings.&nbsp;</p> <p> The core of your purpose tends to remain the same throughout your life but will likely evolve as you discover new experiences and grow as a person. We don&rsquo;t have the magic formula to discovering your purpose but some things to consider when thinking about what truly gets you going are:&nbsp;</p> <p> &bull; &nbsp;Your values</p> <p> &bull; &nbsp;Your unique talents</p> <p> &bull; &nbsp;What you want to give back to the world</p> <p> &bull; &nbsp;What inspires you</p> <p> Now that you&rsquo;re starting to let that simmer, think about the purpose of the work you currently do. At Zappos, our work is centered around purpose. In Holacracy, a team (or in Holacracy language, a circle) cannot be created without a purpose. Think about that. In order for work to be done, there has to be a reason why and the people doing the work need to strongly align with that purpose. Try asking yourself what the reason why behind your work is. You may need to ask yourself a few times to really get down to the core of what that purpose is.</p> <p> A study by Deloitte reports that 73 percent of employees who say they work at a &quot;purpose-driven&quot; company are engaged, compared to just 23 percent of those who don&rsquo;t.&nbsp;</p> <p> (<a href="http://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-culture-of-purpose.pdf">http://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-culture-of-purpose.pdf</a>). Aligning yourself with the purpose of the work you do should help you better connect to the day to day tasks that help bring that purpose to life, hopefully bringing a whole new meaning to your work day leaving you more fulfilled, productive, and engaged. Who wouldn&rsquo;t want to be a part of that?</p> </div> Thu, 16 Jul 2015 03:51:07 GMT http://www.zapposinsights.com/blog/item/passion-vs-purpose-finding-what-may-be-missing-in-your-workday SHRM Conference Live Blogging http://www.zapposinsights.com/blog/item/shrm-conference-live-blogging <p class="date"> 06/29/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 06/29/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <div class="summary"> <div> Stay up-to-date on the Society of Human Resource Management Convention in Las Vegas, Nevada with our live blog of the presentations.</div> </div> <div class="summary"> <div> Stay up-to-date on the Society of Human Resource Management Convention in Las Vegas, Nevada with our live blog of the presentations.</div> </div> <div class="html clearfix clear"> <h2 style="text-align: center;"> Sessions</h2> <p style="text-align: center;"> <img alt="" class="img-thumnail img-responsive" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/shrm.jpg" style="width: 599px; height: 279px;" /></p> <h2> June 29th, 2015</h2> <h3> <a href="http://www.zapposinsights.com/shrm/bambi-vs-godzilla">BAMBI vs. GODZILLA: Dealing with Difficult People: Keys to Empowered Communication</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/marcus-buckingham">Keynote Session featuring Marcus Buckingham</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/personal-emotional-connection">Personal Emotional Connections: How Truly Knowing Your People Creates a Highly Engaged Workforce</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/leading-with-trust?preview=true&amp;k=a62gBv-e$19n20">Leading with Trust: Five Skills Every Leader Must Master</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/its-the-culture">&nbsp;It&#39;s The Culture, Stupid! Change Your Culture - Change Your Results</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/disruptive-thinking">Disruptive Thinking: Fostering a Culture of Game-Changing Leadership</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/balancing-work">Balancing Work &amp; Life in a Crazy, Connected World</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/first-day-every-day">First Day Mindset Every Day</a></h3> <h2> June 30th, 2015</h2> <h3> <a href="http://www.zapposinsights.com/shrm/cultures-that-rock?preview=true&amp;k=a62gBv-e$19n20">Cultures that ROCK! Five Proven Ways to Develop and Sustain a Phenomenal Workplace</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/professional-communication">Professional Communication: Leading with Your Assertive Voice</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/mika-brzezinski?preview=true&amp;k=a62gBv-e$19n20">Keynote Session featuring Mika Brzezinski</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/making-a-difference">Making a Difference&trade;: A Matter of Purpose, Passion and Pride</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/the-art-of-work">The Art of Work: Discovering What You Were Meant To Do</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/better-than-average">Better than Average: How to Stand Out from the Crowd</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/trustology">Trust-ol-o-gy: The Art and Science of Leading High-Trust Teams</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/cant-we-just-get-along">Can&#39;t We All Just Get Along?: Relationship Management at Work &amp; Why the Golden Rule is Wrong</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/employee-engagement-is-broken">Employee Engagement is Broken: Unlocking the True Driver of Employee Performance</a></h3> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> <div class="html clearfix clear"> <h2 style="text-align: center;"> Sessions</h2> <p style="text-align: center;"> <img alt="" class="img-thumnail img-responsive" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/shrm.jpg" style="width: 599px; height: 279px;" /></p> <h2> June 29th, 2015</h2> <h3> <a href="http://www.zapposinsights.com/shrm/bambi-vs-godzilla">BAMBI vs. GODZILLA: Dealing with Difficult People: Keys to Empowered Communication</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/marcus-buckingham">Keynote Session featuring Marcus Buckingham</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/personal-emotional-connection">Personal Emotional Connections: How Truly Knowing Your People Creates a Highly Engaged Workforce</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/leading-with-trust?preview=true&amp;k=a62gBv-e$19n20">Leading with Trust: Five Skills Every Leader Must Master</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/its-the-culture">&nbsp;It&#39;s The Culture, Stupid! Change Your Culture - Change Your Results</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/disruptive-thinking">Disruptive Thinking: Fostering a Culture of Game-Changing Leadership</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/balancing-work">Balancing Work &amp; Life in a Crazy, Connected World</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/first-day-every-day">First Day Mindset Every Day</a></h3> <h2> June 30th, 2015</h2> <h3> <a href="http://www.zapposinsights.com/shrm/cultures-that-rock?preview=true&amp;k=a62gBv-e$19n20">Cultures that ROCK! Five Proven Ways to Develop and Sustain a Phenomenal Workplace</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/professional-communication">Professional Communication: Leading with Your Assertive Voice</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/mika-brzezinski?preview=true&amp;k=a62gBv-e$19n20">Keynote Session featuring Mika Brzezinski</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/making-a-difference">Making a Difference&trade;: A Matter of Purpose, Passion and Pride</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/the-art-of-work">The Art of Work: Discovering What You Were Meant To Do</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/better-than-average">Better than Average: How to Stand Out from the Crowd</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/trustology">Trust-ol-o-gy: The Art and Science of Leading High-Trust Teams</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/cant-we-just-get-along">Can&#39;t We All Just Get Along?: Relationship Management at Work &amp; Why the Golden Rule is Wrong</a></h3> <h3> <a href="http://www.zapposinsights.com/shrm/employee-engagement-is-broken">Employee Engagement is Broken: Unlocking the True Driver of Employee Performance</a></h3> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> Mon, 29 Jun 2015 20:11:48 GMT http://www.zapposinsights.com/blog/item/shrm-conference-live-blogging The Importance Of Downtime http://www.zapposinsights.com/blog/item/the-importance-of-downtime <p class="date"> 06/10/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 06/10/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <div class="summary"> <style type="text/css"> .blog-post ul{ list-style-type: square; display: list-item; } .blog-post li{ font-size: 1.7em; display: list-item; list-style-type: square; margin-left: 20px; }</style> <p> Distractions&hellip;are they really such a bad thing? We&rsquo;ve been trained to think that any time spent not working while you&rsquo;re at work, is time wasted. Actually, the opposite may be true. Numerous studies support&nbsp;that&nbsp;small frequent breaks throughout the day increase productivity, creativity and decrease stress.</p> </div> <div class="summary"> <style type="text/css"> .blog-post ul{ list-style-type: square; display: list-item; } .blog-post li{ font-size: 1.7em; display: list-item; list-style-type: square; margin-left: 20px; }</style> <p> Distractions&hellip;are they really such a bad thing? We&rsquo;ve been trained to think that any time spent not working while you&rsquo;re at work, is time wasted. Actually, the opposite may be true. Numerous studies support&nbsp;that&nbsp;small frequent breaks throughout the day increase productivity, creativity and decrease stress.</p> </div> <div class="html clearfix clear"> <div> <p> <img alt="" class="img-responsive img-thumbnail" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/Buckets.JPG" style="width: 500px; height: 333px; float: right; margin: 15px;" />Here at Zappos, we take the&nbsp;&ldquo;work hard, play hard&rdquo;&nbsp;motto seriously and even have it reflected in our Core Values, &ldquo;Build a Positive Team &amp; Family Spirit&rdquo; and &ldquo;Create Fun And A Little Weirdness.&rdquo; You can&rsquo;t do either without taking time out of your day to step away from your desk every once in a while. We&rsquo;ve brought these values to life in the past by hosting Greek Week themed festivities where teams could compete in&nbsp;activities from beer pong to toga contests and our HR department even dialed up the fun and weirdness by&nbsp;choreographing a full Riverdance-style parade.</p> <p> <a href="http://www.onlinebusinessdegree.org/2012/11/05/take-a-break/" rel="nofollow">Onlinebusinessdegree.org</a> has some fun facts around the benefits of taking breaks:</p> <ul> <li> <em>Microbreaks between 30 seconds to 5 minutes improved mental acuity by 13%</em></li> <li> <em>When you&rsquo;re staring at a computer screen for hours, a 15 second break taken every 10 minutes reduces fatigue by 50%</em></li> <li> <em>Those who spend some of their time (less than 20%) surfing the web are an average of 9% more productive than those who resist the urge to browse</em></li> </ul> <p> &nbsp;</p> <p> Want to take advantage of your downtime? Depending on the amount of time you have, you could try some of the following ideas:</p> <p> <strong>Have 5 minutes?</strong></p> <ul> <li> Find and share a funny YouTube video</li> <li> Share a personal story</li> <li> Check social media-&nbsp;<em>Studies suggest that employees may be up to 10% more efficient when they check social media regularly.</em></li> </ul> <p> <strong>Have 15 minutes?</strong></p> <ul> <li> Take a coffee break with a co-worker.</li> <li> Step outside and take a quick walk and get that blood flowing.&nbsp;<em>Even better if you can convert a meeting into a walking meeting!</em></li> <li> Grab a few people and play a quick board game or solve a puzzle as a group.&nbsp;Y<em>ou can even leave this in a central location and continue this throughout the day or week.</em></li> </ul> <p> <strong>Have an hour?</strong></p> <ul> <li> Host a themed potluck.&nbsp;<em>Let your creativity shine and make the theme fun&hellip;.food on sticks, anyone?</em></li> <li> Have an eating contest.&nbsp;<em>Our favorites at Zappos include Oreos, donuts, and hotdogs.</em></li> <li> Host a lunch and learn.&nbsp;L<em>earn or teach a new skill to your team over your lunch hour, what better way to spread your talents!</em></li> </ul> <p> &nbsp;</p> <p> <em>What are your favorite ways to spend down time at work?</em></p> </div> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> <div class="html clearfix clear"> <div> <p> <img alt="" class="img-responsive img-thumbnail" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/Buckets.JPG" style="width: 500px; height: 333px; float: right; margin: 15px;" />Here at Zappos, we take the&nbsp;&ldquo;work hard, play hard&rdquo;&nbsp;motto seriously and even have it reflected in our Core Values, &ldquo;Build a Positive Team &amp; Family Spirit&rdquo; and &ldquo;Create Fun And A Little Weirdness.&rdquo; You can&rsquo;t do either without taking time out of your day to step away from your desk every once in a while. We&rsquo;ve brought these values to life in the past by hosting Greek Week themed festivities where teams could compete in&nbsp;activities from beer pong to toga contests and our HR department even dialed up the fun and weirdness by&nbsp;choreographing a full Riverdance-style parade.</p> <p> <a href="http://www.onlinebusinessdegree.org/2012/11/05/take-a-break/" rel="nofollow">Onlinebusinessdegree.org</a> has some fun facts around the benefits of taking breaks:</p> <ul> <li> <em>Microbreaks between 30 seconds to 5 minutes improved mental acuity by 13%</em></li> <li> <em>When you&rsquo;re staring at a computer screen for hours, a 15 second break taken every 10 minutes reduces fatigue by 50%</em></li> <li> <em>Those who spend some of their time (less than 20%) surfing the web are an average of 9% more productive than those who resist the urge to browse</em></li> </ul> <p> &nbsp;</p> <p> Want to take advantage of your downtime? Depending on the amount of time you have, you could try some of the following ideas:</p> <p> <strong>Have 5 minutes?</strong></p> <ul> <li> Find and share a funny YouTube video</li> <li> Share a personal story</li> <li> Check social media-&nbsp;<em>Studies suggest that employees may be up to 10% more efficient when they check social media regularly.</em></li> </ul> <p> <strong>Have 15 minutes?</strong></p> <ul> <li> Take a coffee break with a co-worker.</li> <li> Step outside and take a quick walk and get that blood flowing.&nbsp;<em>Even better if you can convert a meeting into a walking meeting!</em></li> <li> Grab a few people and play a quick board game or solve a puzzle as a group.&nbsp;Y<em>ou can even leave this in a central location and continue this throughout the day or week.</em></li> </ul> <p> <strong>Have an hour?</strong></p> <ul> <li> Host a themed potluck.&nbsp;<em>Let your creativity shine and make the theme fun&hellip;.food on sticks, anyone?</em></li> <li> Have an eating contest.&nbsp;<em>Our favorites at Zappos include Oreos, donuts, and hotdogs.</em></li> <li> Host a lunch and learn.&nbsp;L<em>earn or teach a new skill to your team over your lunch hour, what better way to spread your talents!</em></li> </ul> <p> &nbsp;</p> <p> <em>What are your favorite ways to spend down time at work?</em></p> </div> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> Wed, 10 Jun 2015 09:00:00 GMT http://www.zapposinsights.com/blog/item/the-importance-of-downtime Ryo: What Culture Means To Me http://www.zapposinsights.com/blog/item/ryo-what-culture-means-to-me <p class="date"> 06/03/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 06/03/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <div class="summary"> <p class="p1"> <em><span class="s1">Continuing our series of employees sharing what the Zappos culture means to them, we have Ryo sharing his perspective. Ryo&rsquo;s Zappos journey started as a barista in our in-house coffee shop, affectionately called the Z-caf&eacute;. From there he continued onto our Customer Loyalty Team wowing customers one phone call at a time. Today, Ryo is a Zappos tour guide and spreads his knowledge about the Zappos culture with visitors from all around&nbsp;the world. Here is a story he chose to share about his first&nbsp;visit to&nbsp;Zappos.</span></em></p> </div> <div class="summary"> <p class="p1"> <em><span class="s1">Continuing our series of employees sharing what the Zappos culture means to them, we have Ryo sharing his perspective. Ryo&rsquo;s Zappos journey started as a barista in our in-house coffee shop, affectionately called the Z-caf&eacute;. From there he continued onto our Customer Loyalty Team wowing customers one phone call at a time. Today, Ryo is a Zappos tour guide and spreads his knowledge about the Zappos culture with visitors from all around&nbsp;the world. Here is a story he chose to share about his first&nbsp;visit to&nbsp;Zappos.</span></em></p> </div> <div class="html clearfix clear"> <p class="p1"> <span class="s1">It was August 2012.</span></p> <p class="p1"> <span class="s1">I walked up to the front door of the campus and was greeted by some people who offered me a snow cone. I chose my flavor, blue raspberry, and walked into the lobby area of a place called Zappos.</span></p> <p class="p1"> <span class="s1">I was there for an interview, I checked-in, and waited.</span></p> <p> <em><span class="s1"><img alt="" class="img-thumbnail img-reponsive" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/ryo.jpg" style="width: 333px; height: 500px; float: right; margin: 10px;" /></span></em></p> <p class="p1"> <span class="s1">There was something different here. There were smiling faces and an energy I haven&rsquo;t seen in a long time. I noticed everyone dressed up in casual attire, tattoos, different colored hair, piercings, and random, loud &ldquo;fun&rdquo; noises could be heard from a distance.</span></p> <p class="p1"> <span class="s1">During this time, I noticed a large iPad table where I chose to select Angry Birds to play while I waited for my interview.&nbsp;And then, I met&nbsp;my Recruiting Assistant, Alexis.</span></p> <p class="p1"> <span class="s1">She was kind enough to give me a tour of the campus and off we went.</span></p> <p class="p1"> <span class="s1">There was the &quot;Stairway To Culture&rdquo; with handwritten blurbs from all the employees sharing positive mantras and phrases. The Zbistro, buzzing with activity and the smell of delicious food as I was offered a free beverage. Then, there was the call center area where the desks were differently themed and decorated by the employees. Finally, a central area called &ldquo;Monkey Row,&rdquo; where the executives of the company sat amongst the other employees.</span></p> <p class="p1"> <span class="s1">&ldquo;They don&rsquo;t have offices?&rdquo; I asked.&nbsp;Alexis kindly smiled and replied, &ldquo;No, they sit with everyone else here.&rdquo;</span></p> <p class="p1"> <span class="s1">What is this place?</span></p> <p class="p1"> <span class="s1">I felt like I had just been sent back in time to the days of high school, or perhaps, a college dormitory. Maybe, it was a mixture of both. Whatever this place was, I knew right then and there, I had to be a part of it.</span></p> <p class="p1"> <span class="s1">What was it that drew me in?</span></p> <p class="p1"> <span class="s1">I want to say it was the energy and vibe of the company. But ultimately, it was the Zappos company culture and it&rsquo;s 10 Core Values.</span></p> <p class="p1"> <span class="s1">So, what is&nbsp;the&nbsp;Zappos culture?</span></p> <p class="p1"> <span class="s1">It&rsquo;s the people. It&rsquo;s the connectedness. It&rsquo;s the sense of community inside the company. I&nbsp;now&nbsp;work with so many different and diverse people from all over the world at Zappos, but we are all passionate about that one thing:&nbsp;<i>our company culture</i>.</span></p> <p class="p1"> <span class="s1">There is something to be said about the uniqueness of Zappos Culture. We&rsquo;ve gone through many challenges in the last three years, and like most families, we are steadfast and we adapt to constant change much quicker than most companies I&rsquo;ve ever worked for in the past.</span></p> <p class="p1"> <span class="s1">Zappos culture resonates&nbsp;with&nbsp;a vibe that is infectious and makes one want to take part in it.</span></p> <p class="p1"> <span class="s1">Often times I get asked, &ldquo;How do you like working at Zappos?&rdquo; I always reply, &ldquo;I like that I get to come to work.&rdquo; How often does one say something like that about their job?</span></p> <p class="p1"> <span class="s1">Zappos has a great working environment. There are genuinely happy Zapponians who enjoy being here and sharing their passions. I&rsquo;m lucky to be one of them.</span></p> <p class="p1"> <span class="s1">What is Zappos Culture?</span></p> <p class="p1"> <span class="s1">It&rsquo;s the people.</span></p> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> <div class="html clearfix clear"> <p class="p1"> <span class="s1">It was August 2012.</span></p> <p class="p1"> <span class="s1">I walked up to the front door of the campus and was greeted by some people who offered me a snow cone. I chose my flavor, blue raspberry, and walked into the lobby area of a place called Zappos.</span></p> <p class="p1"> <span class="s1">I was there for an interview, I checked-in, and waited.</span></p> <p> <em><span class="s1"><img alt="" class="img-thumbnail img-reponsive" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/ryo.jpg" style="width: 333px; height: 500px; float: right; margin: 10px;" /></span></em></p> <p class="p1"> <span class="s1">There was something different here. There were smiling faces and an energy I haven&rsquo;t seen in a long time. I noticed everyone dressed up in casual attire, tattoos, different colored hair, piercings, and random, loud &ldquo;fun&rdquo; noises could be heard from a distance.</span></p> <p class="p1"> <span class="s1">During this time, I noticed a large iPad table where I chose to select Angry Birds to play while I waited for my interview.&nbsp;And then, I met&nbsp;my Recruiting Assistant, Alexis.</span></p> <p class="p1"> <span class="s1">She was kind enough to give me a tour of the campus and off we went.</span></p> <p class="p1"> <span class="s1">There was the &quot;Stairway To Culture&rdquo; with handwritten blurbs from all the employees sharing positive mantras and phrases. The Zbistro, buzzing with activity and the smell of delicious food as I was offered a free beverage. Then, there was the call center area where the desks were differently themed and decorated by the employees. Finally, a central area called &ldquo;Monkey Row,&rdquo; where the executives of the company sat amongst the other employees.</span></p> <p class="p1"> <span class="s1">&ldquo;They don&rsquo;t have offices?&rdquo; I asked.&nbsp;Alexis kindly smiled and replied, &ldquo;No, they sit with everyone else here.&rdquo;</span></p> <p class="p1"> <span class="s1">What is this place?</span></p> <p class="p1"> <span class="s1">I felt like I had just been sent back in time to the days of high school, or perhaps, a college dormitory. Maybe, it was a mixture of both. Whatever this place was, I knew right then and there, I had to be a part of it.</span></p> <p class="p1"> <span class="s1">What was it that drew me in?</span></p> <p class="p1"> <span class="s1">I want to say it was the energy and vibe of the company. But ultimately, it was the Zappos company culture and it&rsquo;s 10 Core Values.</span></p> <p class="p1"> <span class="s1">So, what is&nbsp;the&nbsp;Zappos culture?</span></p> <p class="p1"> <span class="s1">It&rsquo;s the people. It&rsquo;s the connectedness. It&rsquo;s the sense of community inside the company. I&nbsp;now&nbsp;work with so many different and diverse people from all over the world at Zappos, but we are all passionate about that one thing:&nbsp;<i>our company culture</i>.</span></p> <p class="p1"> <span class="s1">There is something to be said about the uniqueness of Zappos Culture. We&rsquo;ve gone through many challenges in the last three years, and like most families, we are steadfast and we adapt to constant change much quicker than most companies I&rsquo;ve ever worked for in the past.</span></p> <p class="p1"> <span class="s1">Zappos culture resonates&nbsp;with&nbsp;a vibe that is infectious and makes one want to take part in it.</span></p> <p class="p1"> <span class="s1">Often times I get asked, &ldquo;How do you like working at Zappos?&rdquo; I always reply, &ldquo;I like that I get to come to work.&rdquo; How often does one say something like that about their job?</span></p> <p class="p1"> <span class="s1">Zappos has a great working environment. There are genuinely happy Zapponians who enjoy being here and sharing their passions. I&rsquo;m lucky to be one of them.</span></p> <p class="p1"> <span class="s1">What is Zappos Culture?</span></p> <p class="p1"> <span class="s1">It&rsquo;s the people.</span></p> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> Wed, 03 Jun 2015 09:00:00 GMT http://www.zapposinsights.com/blog/item/ryo-what-culture-means-to-me An Inside Look at the 2015 Q2 Zappos All Hands http://www.zapposinsights.com/blog/item/an-inside-look-at-the-2015-q2-zappos-all-hands <p class="date"> 05/26/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 05/26/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <div class="summary"> <p> <i>The All Hands meeting is a quarterly meeting where every Zappos employee gathers to get updates on things happening around the company. There is everything from informative and inspirational guest speakers to employee performances.</i></p> </div> <div class="summary"> <p> <i>The All Hands meeting is a quarterly meeting where every Zappos employee gathers to get updates on things happening around the company. There is everything from informative and inspirational guest speakers to employee performances.</i></p> </div> <div class="html clearfix clear"> <p> Back to our roots - this was the overall theme of the day.</p> <p> The meeting opened with a video of Destin Sandlin from the YouTube channel &#39;Smarter Everyday&#39; talking about learning to ride a bike. &quot;It&rsquo;s like riding a bike.&rdquo; You hear that phrase often and you automatically understand its meaning. The thought being that once you learn something, it&rsquo;s almost impossible to unlearn it. In his case, this wasn&rsquo;t exactly true. Sure, he had learned to ride a bike at the age of 6. But when one of his engineers built a &ldquo;special&rdquo; bike, he quickly found out this bike wasn&rsquo;t just any bike. It was actually a backwards bike that when the handles were turned left, the bike would turn right, and vice-versa. He thought he could hop on and figure it out in a matter of minutes. In reality, he had to unlearn how to do something he was familiar with and now learn how to do it in a whole new way. Something that you might think should have been so simple took him 8 months to learn and even then, he had to really focus and put all his energy into staying on the darn bike!</p> <p> Side note, I know you are thinking right now that you could totally ride that bike&hellip; You can&rsquo;t. We&rsquo;ve been trying it all day at Zappos and no dice.</p> <p> Does this remind you of anything? Sound familiar? I thought this was both a funny and powerful message considering the current journey at Zappos of moving from a traditional organizational structure to self-organization. Read more about this change here: <a href="http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh" target="_blank">http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh</a></p> <p> Self-management is hard; Holacracy is hard. We&rsquo;re all used to working in a certain way. It&rsquo;s like riding a bike - years of practice and familiarity make it easy. You almost don&rsquo;t have to think about it, just ride. At the end of the video, Destin tried to go back to riding a regular bike and struggled. He was so used to the new way of riding that it was hard to revert back to old ways. But interesting to note, that while it took him 8 months to learn a new way to ride a bike, it only took 20 minutes for him to catch back on to the old way. Something to keep in mind as we seek to learn and develop a new way to do business at Zappos.</p> <p> Following the video, Tony Hsieh came on stage to speak. Typically, at an All Hands meeting Tony will give a brief introduction and say a few words about the speakers, but this time he spoke for much longer than usual. He talked about some of the struggles we&rsquo;ve had over the past 6 weeks since the pivotal email was sent. I could feel the emotion in the words he spoke. There was a video shown where employees, both those who chose to stay and those who decided to take &quot;the offer&quot;, were interviewed about their experiences. At one point, Tony talked about his own personal difficulties and admitted that one of the hardest things for him to hear was that there were some employees who wanted him to resign. Ouch. I appreciated his openness and hearing him speak really resonated with me because I could see that he truly believed in the changes we were making.</p> <p> One of our guest speakers was Ricardo Semler, who has been working in Teal organizations for 20+ years. Ricardo was not only knowledgeable, but he also had entertaining self-management anecdotes to share. At one point he stated &ldquo;The&nbsp; good news is that I have&nbsp; worked in Teal organizations for over 20 years, but the bad news is that I don&rsquo;t know what that means.&rdquo; I loved this because here is someone who many people would consider an expert in self-organization, admitting that he still doesn&rsquo;t have all of the answers.</p> <p> As he shared his experiences, what captured my attention the most was an idea of his called &ldquo;terminal days.&rdquo; Cancer runs in Ricardo&rsquo;s family and what he does is take time out of his week for a &ldquo;terminal day&rdquo; to focus on doing the things he was planning on doing when he retired. Basically, he lives his life as if he received the worst news possible from his doctor and chases his dreams.</p> <p> How many of us can say we truly do that? Most of our weekdays are busy with work, family, and so many other things that prevent us from discovering our passions. I know what I&rsquo;m passionate about at work but what if&hellip; What if I took the time during my week to try something new that had nothing to do with my job? I could rock climb, take a day trip to the beach, teach myself to crochet&hellip; The possibilities are endless. The fulfillment I got from these activities would surely spill over into my work life. I loved this concept so much that I&rsquo;m challenging myself to do this at least once a month. I&rsquo;m going to take a half day off and try a new outdoor activity that I&rsquo;ve always wanted to. If you could take a &ldquo;terminal day&rdquo;, what would you do?</p> <p> The meeting closed out with speakers from within the company. Each segment was a brief recap of various projects and events. From a circle called Women Empowered that focuses on the obstacles women in business face to highlighting a skating and brand awareness event happening in Downtown Las Vegas at the end of May, it was a nice peek into the work that&rsquo;s happening all around Zappos. .</p> <p> All in all, I felt like this was one of the best All Hands meetings I&rsquo;ve attended. I feel like we went back to remembering who we are as a company. Despite the hectic-ness and media coverage of our recent changes, I was reminded that these changes are actually bringing us all together. I like to say that we were all reading the same book, but we were just on different pages. We even announced that Zappos will be going back to its original purpose, to &ldquo;Live and Deliver WOW!&rdquo; Truly,&nbsp; going back to our roots.</p> <p> I usually leave these meetings with little nuggets of wisdom or inspiration from one of our speakers. This felt different. For the first time in a long time, I felt inspired by purpose, inspired to question the purpose in my personal life and comfort in the fact that my company rediscovered and refocused on ours. Not a bad way to spend 4 hours.</p> <p> (I know you&rsquo;re dying to see what riding a backwards bike looks like. Check out the story here: <a href="https://www.youtube.com/watch?v=MFzDaBzBlL0" target="_blank">https://www.youtube.com/watch?v=MFzDaBzBlL0</a>)</p> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> <div class="html clearfix clear"> <p> Back to our roots - this was the overall theme of the day.</p> <p> The meeting opened with a video of Destin Sandlin from the YouTube channel &#39;Smarter Everyday&#39; talking about learning to ride a bike. &quot;It&rsquo;s like riding a bike.&rdquo; You hear that phrase often and you automatically understand its meaning. The thought being that once you learn something, it&rsquo;s almost impossible to unlearn it. In his case, this wasn&rsquo;t exactly true. Sure, he had learned to ride a bike at the age of 6. But when one of his engineers built a &ldquo;special&rdquo; bike, he quickly found out this bike wasn&rsquo;t just any bike. It was actually a backwards bike that when the handles were turned left, the bike would turn right, and vice-versa. He thought he could hop on and figure it out in a matter of minutes. In reality, he had to unlearn how to do something he was familiar with and now learn how to do it in a whole new way. Something that you might think should have been so simple took him 8 months to learn and even then, he had to really focus and put all his energy into staying on the darn bike!</p> <p> Side note, I know you are thinking right now that you could totally ride that bike&hellip; You can&rsquo;t. We&rsquo;ve been trying it all day at Zappos and no dice.</p> <p> Does this remind you of anything? Sound familiar? I thought this was both a funny and powerful message considering the current journey at Zappos of moving from a traditional organizational structure to self-organization. Read more about this change here: <a href="http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh" target="_blank">http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh</a></p> <p> Self-management is hard; Holacracy is hard. We&rsquo;re all used to working in a certain way. It&rsquo;s like riding a bike - years of practice and familiarity make it easy. You almost don&rsquo;t have to think about it, just ride. At the end of the video, Destin tried to go back to riding a regular bike and struggled. He was so used to the new way of riding that it was hard to revert back to old ways. But interesting to note, that while it took him 8 months to learn a new way to ride a bike, it only took 20 minutes for him to catch back on to the old way. Something to keep in mind as we seek to learn and develop a new way to do business at Zappos.</p> <p> Following the video, Tony Hsieh came on stage to speak. Typically, at an All Hands meeting Tony will give a brief introduction and say a few words about the speakers, but this time he spoke for much longer than usual. He talked about some of the struggles we&rsquo;ve had over the past 6 weeks since the pivotal email was sent. I could feel the emotion in the words he spoke. There was a video shown where employees, both those who chose to stay and those who decided to take &quot;the offer&quot;, were interviewed about their experiences. At one point, Tony talked about his own personal difficulties and admitted that one of the hardest things for him to hear was that there were some employees who wanted him to resign. Ouch. I appreciated his openness and hearing him speak really resonated with me because I could see that he truly believed in the changes we were making.</p> <p> One of our guest speakers was Ricardo Semler, who has been working in Teal organizations for 20+ years. Ricardo was not only knowledgeable, but he also had entertaining self-management anecdotes to share. At one point he stated &ldquo;The&nbsp; good news is that I have&nbsp; worked in Teal organizations for over 20 years, but the bad news is that I don&rsquo;t know what that means.&rdquo; I loved this because here is someone who many people would consider an expert in self-organization, admitting that he still doesn&rsquo;t have all of the answers.</p> <p> As he shared his experiences, what captured my attention the most was an idea of his called &ldquo;terminal days.&rdquo; Cancer runs in Ricardo&rsquo;s family and what he does is take time out of his week for a &ldquo;terminal day&rdquo; to focus on doing the things he was planning on doing when he retired. Basically, he lives his life as if he received the worst news possible from his doctor and chases his dreams.</p> <p> How many of us can say we truly do that? Most of our weekdays are busy with work, family, and so many other things that prevent us from discovering our passions. I know what I&rsquo;m passionate about at work but what if&hellip; What if I took the time during my week to try something new that had nothing to do with my job? I could rock climb, take a day trip to the beach, teach myself to crochet&hellip; The possibilities are endless. The fulfillment I got from these activities would surely spill over into my work life. I loved this concept so much that I&rsquo;m challenging myself to do this at least once a month. I&rsquo;m going to take a half day off and try a new outdoor activity that I&rsquo;ve always wanted to. If you could take a &ldquo;terminal day&rdquo;, what would you do?</p> <p> The meeting closed out with speakers from within the company. Each segment was a brief recap of various projects and events. From a circle called Women Empowered that focuses on the obstacles women in business face to highlighting a skating and brand awareness event happening in Downtown Las Vegas at the end of May, it was a nice peek into the work that&rsquo;s happening all around Zappos. .</p> <p> All in all, I felt like this was one of the best All Hands meetings I&rsquo;ve attended. I feel like we went back to remembering who we are as a company. Despite the hectic-ness and media coverage of our recent changes, I was reminded that these changes are actually bringing us all together. I like to say that we were all reading the same book, but we were just on different pages. We even announced that Zappos will be going back to its original purpose, to &ldquo;Live and Deliver WOW!&rdquo; Truly,&nbsp; going back to our roots.</p> <p> I usually leave these meetings with little nuggets of wisdom or inspiration from one of our speakers. This felt different. For the first time in a long time, I felt inspired by purpose, inspired to question the purpose in my personal life and comfort in the fact that my company rediscovered and refocused on ours. Not a bad way to spend 4 hours.</p> <p> (I know you&rsquo;re dying to see what riding a backwards bike looks like. Check out the story here: <a href="https://www.youtube.com/watch?v=MFzDaBzBlL0" target="_blank">https://www.youtube.com/watch?v=MFzDaBzBlL0</a>)</p> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> Wed, 27 May 2015 00:05:45 GMT http://www.zapposinsights.com/blog/item/an-inside-look-at-the-2015-q2-zappos-all-hands Toni: What Culture Means to Me http://www.zapposinsights.com/blog/item/toni-what-culture-means-to-me <p class="date"> 05/13/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 05/13/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <div class="summary"> <p class="p1"> &ldquo;Do you work for Zappos?&rdquo;</p> <p class="p1"> I turned toward the voice to see a woman about my age, standing a few feet away from me.&nbsp; It was a Saturday afternoon and I was picking up a few items at my local supermarket.&nbsp; Since I was wearing my nifty Zappos track jacket, I assumed that she was addressing me.</p> </div> <div class="summary"> <p class="p1"> &ldquo;Do you work for Zappos?&rdquo;</p> <p class="p1"> I turned toward the voice to see a woman about my age, standing a few feet away from me.&nbsp; It was a Saturday afternoon and I was picking up a few items at my local supermarket.&nbsp; Since I was wearing my nifty Zappos track jacket, I assumed that she was addressing me.</p> </div> <div class="html clearfix clear"> <p class="p1"> I smiled and replied, &ldquo;Yes, I do.&rdquo;&nbsp; I have become accustomed to curious strangers asking about the company as we do have a reputation for being a tad quirky.</p> <p class="p1"> The woman cocked her head to the side and wrinkled her brow.&nbsp; &ldquo;Are you guys really a cult?&rdquo;</p> <p class="p1"> <img alt="" class="img-thumbnail img-responsive" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/toni_headshot.png" style="width: 319px; height: 400px; float: right; margin: 10px;" />This is also something to which I have become accustomed.</p> <p class="p1"> A cult is defined as &ldquo;a group or sect bound together by veneration of the same thing, person, ideal, etc.&rdquo;</p> <p class="p1"> Culture is the &ldquo;behaviors and beliefs characteristic of a particular social, ethnic, or age group.&rdquo;</p> <p class="p1"> Similar, right?</p> <p class="p1"> Well, not really.</p> <p class="p1"> Company culture is not supposed to be identical for everyone.&nbsp; Sure, your company may have a set of values in place by which it operates, but these values will and should be embraced and &ldquo;energized&rdquo; by employees in their own unique way.&nbsp; One of the things that I believe sets Zappos apart is that every employee is <i>encouraged</i> to be who they are.&nbsp; You&rsquo;re never expected to check your individuality or personality at the door.&nbsp; We do not want automatons who all think alike because individual perspectives actually strengthen a company.</p> <p class="p1"> &ldquo;Businesses often forget about the culture, and ultimately, they suffer for it because you can&rsquo;t deliver good service from unhappy employees,&rdquo; says CEO Tony Hsieh.&nbsp; It is no secret that when employees feel valued, there is a higher level of job satisfaction.&nbsp; It is said that &ldquo;s&amp;*t rolls downhill.&rdquo;&nbsp; Well, so does happiness.&nbsp; Happy employees are able to deliver a higher level of service which leads to happy customers and ultimately, happy shareholders.</p> <p class="p1"> Creating a strong company culture does not equal creating a cult. Nor does establishing a set of core values mean creating &ldquo;Stepford&rdquo; employees.&nbsp; Sure, Zapponians may have a similar devotion to service and maintaining our culture, but that may well be where our similarities end.&nbsp; And, that is not a bad thing.&nbsp; Company culture is not the same as conformity.</p> <p class="p1"> &ldquo;I think when people say they dread going to work on Monday morning, it&rsquo;s because they know they are leaving a piece of themselves at home.&nbsp; Why not see what happens when you challenge your employees to bring all of their talents to their job and reward them not for doing it just like everyone else, but for pushing the envelope, being adventurous, creative, and open-minded, and trying new things?&rdquo; &ndash; Tony Hsieh</p> <p class="p1"> Now, that&rsquo;s Kool-Aid I wouldn&rsquo;t mind drinking.</p> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> <div class="html clearfix clear"> <p class="p1"> I smiled and replied, &ldquo;Yes, I do.&rdquo;&nbsp; I have become accustomed to curious strangers asking about the company as we do have a reputation for being a tad quirky.</p> <p class="p1"> The woman cocked her head to the side and wrinkled her brow.&nbsp; &ldquo;Are you guys really a cult?&rdquo;</p> <p class="p1"> <img alt="" class="img-thumbnail img-responsive" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/toni_headshot.png" style="width: 319px; height: 400px; float: right; margin: 10px;" />This is also something to which I have become accustomed.</p> <p class="p1"> A cult is defined as &ldquo;a group or sect bound together by veneration of the same thing, person, ideal, etc.&rdquo;</p> <p class="p1"> Culture is the &ldquo;behaviors and beliefs characteristic of a particular social, ethnic, or age group.&rdquo;</p> <p class="p1"> Similar, right?</p> <p class="p1"> Well, not really.</p> <p class="p1"> Company culture is not supposed to be identical for everyone.&nbsp; Sure, your company may have a set of values in place by which it operates, but these values will and should be embraced and &ldquo;energized&rdquo; by employees in their own unique way.&nbsp; One of the things that I believe sets Zappos apart is that every employee is <i>encouraged</i> to be who they are.&nbsp; You&rsquo;re never expected to check your individuality or personality at the door.&nbsp; We do not want automatons who all think alike because individual perspectives actually strengthen a company.</p> <p class="p1"> &ldquo;Businesses often forget about the culture, and ultimately, they suffer for it because you can&rsquo;t deliver good service from unhappy employees,&rdquo; says CEO Tony Hsieh.&nbsp; It is no secret that when employees feel valued, there is a higher level of job satisfaction.&nbsp; It is said that &ldquo;s&amp;*t rolls downhill.&rdquo;&nbsp; Well, so does happiness.&nbsp; Happy employees are able to deliver a higher level of service which leads to happy customers and ultimately, happy shareholders.</p> <p class="p1"> Creating a strong company culture does not equal creating a cult. Nor does establishing a set of core values mean creating &ldquo;Stepford&rdquo; employees.&nbsp; Sure, Zapponians may have a similar devotion to service and maintaining our culture, but that may well be where our similarities end.&nbsp; And, that is not a bad thing.&nbsp; Company culture is not the same as conformity.</p> <p class="p1"> &ldquo;I think when people say they dread going to work on Monday morning, it&rsquo;s because they know they are leaving a piece of themselves at home.&nbsp; Why not see what happens when you challenge your employees to bring all of their talents to their job and reward them not for doing it just like everyone else, but for pushing the envelope, being adventurous, creative, and open-minded, and trying new things?&rdquo; &ndash; Tony Hsieh</p> <p class="p1"> Now, that&rsquo;s Kool-Aid I wouldn&rsquo;t mind drinking.</p> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> Wed, 13 May 2015 09:00:00 GMT http://www.zapposinsights.com/blog/item/toni-what-culture-means-to-me Leadercast 2015: The Brave Ones http://www.zapposinsights.com/blog/item/leadercast-2015-the-brave-ones <p class="date"> 05/08/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 05/08/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <div class="summary"> <p class="p1"> Each year Leadercast Live, facilitates one of the largest one-day leadership events in the world. Couldn&#39;t make this amazing event? No worries we&#39;ve got you covered! Come along for the ride and discover your own inner strength along the way. We&rsquo;re excited to be live blogging our takeaways for you to enjoy throughout the day.</p> </div> <div class="summary"> <p class="p1"> Each year Leadercast Live, facilitates one of the largest one-day leadership events in the world. Couldn&#39;t make this amazing event? No worries we&#39;ve got you covered! Come along for the ride and discover your own inner strength along the way. We&rsquo;re excited to be live blogging our takeaways for you to enjoy throughout the day.</p> </div> <div class="html clearfix clear"> <p> <img alt="" class="img-thumbnail img-responsive" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/braveones.png" style="width: 400px; float: right; margin: 15px; height: 534px;" />What does it mean to be brave: ready to face and endure danger or pain; showing courage. Bravery is a powerful trait that can be interpreted in many different ways. Showing courage in the face of the unknown, getting out of your comfort zone, or just standing up for what&rsquo;s right.</p> <h1> &nbsp;</h1> <div> <h1> Session 1: Brave Ones Lead with Boldness</h1> <p class="p1"> &ldquo;Complexity is killing companies&hellip;bureaucracy is killing companies&rdquo; &ndash; Bill McDermott</p> <p class="p1"> The definition of leadership has been so watered down by the corporate world. Leadership isn&rsquo;t a job title that is given to you, it&rsquo;s not striking fear into those around you and it&rsquo;s definitely not having the final say. In life, people naturally gravitate towards leaders with a cause. We want to serve a higher purpose and natural leaders help us find that purpose.</p> <p class="p1"> &ldquo;You have the potential to exhibit bold leadership&rdquo; &ndash; Andy Stanley</p> <p class="p1"> In each of us lies the potential to exhibit bold leadership. The key components of a brave leader are clarity, focus, stubbornness, and resourcefulness. Andy Stanley likened these components to a middle school girl in pursuit of her first iPhone. She has clarity because she knows exactly what she wants, she&rsquo;s focused on this and puts everything else on hold. In her stubbornness, she won&rsquo;t stop until she gets it and she&rsquo;ll be resourceful in if mom won&rsquo;t get it, dad will. We can all exhibit this somewhere in our lives.</p> <p class="p1"> &ldquo;You can&rsquo;t have brave moments without fear&rdquo; -Rorke Denver</p> <p class="p1"> I had a moment of reflection. Does the fact that you can&rsquo;t have bravery without fear mean that the leaders we idolize and immortalize were really just experiencing fear and made a favorable choice? What would have happened if they made a different decision in that moment of fear? WOW.</p> <p class="p1"> &nbsp;</p> <h1 class="p1"> Session 2: Brave Ones Persevere Despite Circumstances</h1> <p class="p1"> &ldquo;Who are you waiting for?&rdquo; - Malala Yousafzai</p> <p class="p1"> Where the first session set the stage for removing fear and finding your inner courage, session 2 seamlessly transitioned into encouraging taking action. Listening to Malala Yousafzai&rsquo;s story was powerful. She is a children&rsquo;s advocate for education and her story of perseverance and boldness is so overwhelming. Despite surviving tragic circumstances, she still believes, &ldquo;it&rsquo;s our duty to speak about what&rsquo;s true and what&rsquo;s right.&rdquo;</p> <p class="p1"> &ldquo;I faced monumental decisions before I was ready for them&rdquo; &ndash;Peyton Manning</p> <p class="p1"> Peyton and Malala come from different backgrounds, but they both have something in common. They are both leaders, who at some point in their life, had to make a decision they weren&rsquo;t ready for. In both of their stories, they had people who supported them along their journey. Whether that be a coach, parent, or hero; they had people there to give them honest, raw advice.</p> <p class="p1"> It&rsquo;s a cycle. Who is the one person in your life that you look to for direction or advice? Maybe it&rsquo;s more than one person, maybe it&rsquo;s someone you haven&rsquo;t even met. Now think, are you that person to someone else?</p> <p class="p1"> No matter the circumstances, <strong>you have the potential to be a bold leader for someone.</strong></p> <p class="p1"> &nbsp;</p> <h1 class="p1"> Session 3: Part 1: Brave Ones Create the Future</h1> <p class="p1"> &ldquo;It&rsquo;s always too soon&rdquo; &ndash; Seth Goden</p> <p class="p1"> It&rsquo;s a little like saying, which came first, the chicken or the egg? The answer&hellip;who cares?! Ideas and innovations that have changed the world have always come at a time where it didn&rsquo;t make sense. Cars were built at a time where there was no such thing as roads or gas stations. Seth asked, &ldquo;What do you think the first person with a fax machine did?&rdquo; The room broke out in laughter. Think about that&hellip;a single fax machine&hellip;is useless. Greatness will be achieved when we can stop trying to be perfect and instead attempt to make art.</p> <p class="p1"> &ldquo;New ideas are fragile and often off track&rdquo; &ndash; Ed Catmull</p> <p class="p1"> We say we should not be afraid to fail, but rather to learn from those failures. Ed points out that there are two definitions of failure. 1) Failure is a learning experience and try again. 2) The one we learn in school: the pass or fail. The 2nd type comes with the label of being dumb or lazy. Is this why failure is so scary to us as adults?</p> <p class="p1"> I know one thing is true, the brave will persevere. Be brave enough to try something new.</p> <h1 class="p1"> Session 4: Brave Ones Transform Culture</h1> <p class="p1"> &ldquo;Everything changed.&rdquo; &ndash;Rudy Guillani</p> <p class="p1"> Taking us back to that fateful day on September 11th, 2001, Rudy Guiliani tells his firsthand account of being at Ground Zero on the day of the attacks. Forever burned into his brain, and every single one of ours, he tells a very detailed story about his experience that day. Are leaders born or made? He says, &ldquo;they&rsquo;re made&hellip;it&rsquo;s just a matter of bringing it out of yourself.&rdquo;</p> <p class="p1"> Until those moments, he talks about not fully understanding what it meant to be a leader but everything he learned was in preparation for this day. He shared six leadership skills, which were great universal lessons that could be applied in other aspects of life:</p> <p class="p1"> 1) Have strong beliefs&nbsp;</p> <p class="p1"> 2) Be an optimist</p> <p class="p1"> 3) Have courage</p> <p class="p1"> 4) Prepare relentlessly</p> <p class="p1"> 5) Teamwork</p> <p class="p1"> 6) Communicate</p> <p class="p1"> &ldquo;Peace is a gift that most of us take for granted&rdquo; -Aja Brown&nbsp;</p> <p class="p1"> In her quest to leave a legacy as a woman of compassion, Aja Brown, Mayor of Compton, strives to restore hope and help people stand for their communities and neighborhoods. She tells the story of acting as the catalyst for bringing people together in pursuit of another legacy: safety and peace. In the past 365 days, crime in Compton has come down 78%. &ldquo;If not me, then who?&rdquo;, she asks. &ldquo;Brave ones aren&rsquo;t super human, they just did what needed to be done.&rdquo;</p> <p class="p1"> These are two extreme scenarios, but what are you doing to make an impact where you are? You have the choice to be brave in every decision you make no matter how small or large.</p> </div> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> <div class="html clearfix clear"> <p> <img alt="" class="img-thumbnail img-responsive" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/braveones.png" style="width: 400px; float: right; margin: 15px; height: 534px;" />What does it mean to be brave: ready to face and endure danger or pain; showing courage. Bravery is a powerful trait that can be interpreted in many different ways. Showing courage in the face of the unknown, getting out of your comfort zone, or just standing up for what&rsquo;s right.</p> <h1> &nbsp;</h1> <div> <h1> Session 1: Brave Ones Lead with Boldness</h1> <p class="p1"> &ldquo;Complexity is killing companies&hellip;bureaucracy is killing companies&rdquo; &ndash; Bill McDermott</p> <p class="p1"> The definition of leadership has been so watered down by the corporate world. Leadership isn&rsquo;t a job title that is given to you, it&rsquo;s not striking fear into those around you and it&rsquo;s definitely not having the final say. In life, people naturally gravitate towards leaders with a cause. We want to serve a higher purpose and natural leaders help us find that purpose.</p> <p class="p1"> &ldquo;You have the potential to exhibit bold leadership&rdquo; &ndash; Andy Stanley</p> <p class="p1"> In each of us lies the potential to exhibit bold leadership. The key components of a brave leader are clarity, focus, stubbornness, and resourcefulness. Andy Stanley likened these components to a middle school girl in pursuit of her first iPhone. She has clarity because she knows exactly what she wants, she&rsquo;s focused on this and puts everything else on hold. In her stubbornness, she won&rsquo;t stop until she gets it and she&rsquo;ll be resourceful in if mom won&rsquo;t get it, dad will. We can all exhibit this somewhere in our lives.</p> <p class="p1"> &ldquo;You can&rsquo;t have brave moments without fear&rdquo; -Rorke Denver</p> <p class="p1"> I had a moment of reflection. Does the fact that you can&rsquo;t have bravery without fear mean that the leaders we idolize and immortalize were really just experiencing fear and made a favorable choice? What would have happened if they made a different decision in that moment of fear? WOW.</p> <p class="p1"> &nbsp;</p> <h1 class="p1"> Session 2: Brave Ones Persevere Despite Circumstances</h1> <p class="p1"> &ldquo;Who are you waiting for?&rdquo; - Malala Yousafzai</p> <p class="p1"> Where the first session set the stage for removing fear and finding your inner courage, session 2 seamlessly transitioned into encouraging taking action. Listening to Malala Yousafzai&rsquo;s story was powerful. She is a children&rsquo;s advocate for education and her story of perseverance and boldness is so overwhelming. Despite surviving tragic circumstances, she still believes, &ldquo;it&rsquo;s our duty to speak about what&rsquo;s true and what&rsquo;s right.&rdquo;</p> <p class="p1"> &ldquo;I faced monumental decisions before I was ready for them&rdquo; &ndash;Peyton Manning</p> <p class="p1"> Peyton and Malala come from different backgrounds, but they both have something in common. They are both leaders, who at some point in their life, had to make a decision they weren&rsquo;t ready for. In both of their stories, they had people who supported them along their journey. Whether that be a coach, parent, or hero; they had people there to give them honest, raw advice.</p> <p class="p1"> It&rsquo;s a cycle. Who is the one person in your life that you look to for direction or advice? Maybe it&rsquo;s more than one person, maybe it&rsquo;s someone you haven&rsquo;t even met. Now think, are you that person to someone else?</p> <p class="p1"> No matter the circumstances, <strong>you have the potential to be a bold leader for someone.</strong></p> <p class="p1"> &nbsp;</p> <h1 class="p1"> Session 3: Part 1: Brave Ones Create the Future</h1> <p class="p1"> &ldquo;It&rsquo;s always too soon&rdquo; &ndash; Seth Goden</p> <p class="p1"> It&rsquo;s a little like saying, which came first, the chicken or the egg? The answer&hellip;who cares?! Ideas and innovations that have changed the world have always come at a time where it didn&rsquo;t make sense. Cars were built at a time where there was no such thing as roads or gas stations. Seth asked, &ldquo;What do you think the first person with a fax machine did?&rdquo; The room broke out in laughter. Think about that&hellip;a single fax machine&hellip;is useless. Greatness will be achieved when we can stop trying to be perfect and instead attempt to make art.</p> <p class="p1"> &ldquo;New ideas are fragile and often off track&rdquo; &ndash; Ed Catmull</p> <p class="p1"> We say we should not be afraid to fail, but rather to learn from those failures. Ed points out that there are two definitions of failure. 1) Failure is a learning experience and try again. 2) The one we learn in school: the pass or fail. The 2nd type comes with the label of being dumb or lazy. Is this why failure is so scary to us as adults?</p> <p class="p1"> I know one thing is true, the brave will persevere. Be brave enough to try something new.</p> <h1 class="p1"> Session 4: Brave Ones Transform Culture</h1> <p class="p1"> &ldquo;Everything changed.&rdquo; &ndash;Rudy Guillani</p> <p class="p1"> Taking us back to that fateful day on September 11th, 2001, Rudy Guiliani tells his firsthand account of being at Ground Zero on the day of the attacks. Forever burned into his brain, and every single one of ours, he tells a very detailed story about his experience that day. Are leaders born or made? He says, &ldquo;they&rsquo;re made&hellip;it&rsquo;s just a matter of bringing it out of yourself.&rdquo;</p> <p class="p1"> Until those moments, he talks about not fully understanding what it meant to be a leader but everything he learned was in preparation for this day. He shared six leadership skills, which were great universal lessons that could be applied in other aspects of life:</p> <p class="p1"> 1) Have strong beliefs&nbsp;</p> <p class="p1"> 2) Be an optimist</p> <p class="p1"> 3) Have courage</p> <p class="p1"> 4) Prepare relentlessly</p> <p class="p1"> 5) Teamwork</p> <p class="p1"> 6) Communicate</p> <p class="p1"> &ldquo;Peace is a gift that most of us take for granted&rdquo; -Aja Brown&nbsp;</p> <p class="p1"> In her quest to leave a legacy as a woman of compassion, Aja Brown, Mayor of Compton, strives to restore hope and help people stand for their communities and neighborhoods. She tells the story of acting as the catalyst for bringing people together in pursuit of another legacy: safety and peace. In the past 365 days, crime in Compton has come down 78%. &ldquo;If not me, then who?&rdquo;, she asks. &ldquo;Brave ones aren&rsquo;t super human, they just did what needed to be done.&rdquo;</p> <p class="p1"> These are two extreme scenarios, but what are you doing to make an impact where you are? You have the choice to be brave in every decision you make no matter how small or large.</p> </div> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> Fri, 08 May 2015 19:19:41 GMT http://www.zapposinsights.com/blog/item/leadercast-2015-the-brave-ones Self-Management Misconceptions http://www.zapposinsights.com/blog/item/selfmanagement-misconceptions <p class="date"> 05/06/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 05/06/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <div class="summary"> <p> Self-management. Check &ldquo;yes&rdquo; or &ldquo;no.&rdquo;</p> <p class="p1"> &nbsp;</p> <p class="p1"> Self-management is a relatively new and exciting&hellip; &nbsp;and somewhat scary concept. Is it right for your company? Though I can&rsquo;t answer that question for you, even if you decide your ultimate goal may not be to become completely self-organized and remove traditional management structures, there are some key, helpful principles of self-organization you may be able to apply in your own workplace today. Along with the most common misconceptions, I&rsquo;d like to outline some ideas to implement these concepts effectively.&nbsp;</p> </div> <div class="summary"> <p> Self-management. Check &ldquo;yes&rdquo; or &ldquo;no.&rdquo;</p> <p class="p1"> &nbsp;</p> <p class="p1"> Self-management is a relatively new and exciting&hellip; &nbsp;and somewhat scary concept. Is it right for your company? Though I can&rsquo;t answer that question for you, even if you decide your ultimate goal may not be to become completely self-organized and remove traditional management structures, there are some key, helpful principles of self-organization you may be able to apply in your own workplace today. Along with the most common misconceptions, I&rsquo;d like to outline some ideas to implement these concepts effectively.&nbsp;</p> </div> <div class="html clearfix clear"> <p class="p1"> &nbsp;</p> <p class="p3"> <span class="s1">(For more information on self-management, check this out:&nbsp;<a href="http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh"><span class="s2">http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh</span></a></span><span class="s3">)</span></p> <p class="p1"> &nbsp;</p> <p class="p1"> Before diving in, I want to quickly cover a phrase you may not be familiar with:&nbsp;<i>Teal organizations.&nbsp;</i>What the heck is this? &nbsp;The concept of a Teal organization has sometimes been used interchangeably with&nbsp;<i>self-management</i>, but is actually a stage of development where self-management is one of the key elements present along with wholeness and evolutionary purpose. Teal is discussed in the book,&nbsp;<span class="s4"><b>Reinventing Organizations</b></span>&nbsp;by Frederic Laloux. Laloux describes Teal organizations as having found, &quot;the key to operate effectively, even at a large scale, with a system based on peer relationships, without the need for either hierarchy or consensus.&rdquo;</p> <p class="p4"> &nbsp;</p> <p class="p1"> <b>Four Most Common Misconceptions about Teal:</b></p> <p class="p5"> <span class="s3">Content is from:&nbsp;<a href="http://www.self-managementinstitute.org/misperceptions-of-self-management"><span class="s5">http://www.self-managementinstitute.org/misperceptions-of-self-management</span></a></span></p> <p class="p4"> June 12, 2014</p> <p class="p4"> By Frederic Laloux</p> <p class="p4"> (&ldquo;Ideas to implement&quot; are my my own thoughts)</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b><img alt="" class="img-thumbnail" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/GrandOpening.Blog.jpg" style="width: 500px; height: 333px; float: right; margin: 15px;" />1) There Is No Structure, Management, or Leadership</b></p> <p class="p1"> This is the most common misconception. Although this isn&rsquo;t true, it&rsquo;s certainly headline grabbing. If done properly, there can actually be more structure. Managerial duties are now distributed and delegated to the entire team to focus on getting work done. In Teal organizations, there are many processes in place to help employees self-manage. Sharing best practices allows people to get work done in the most efficient manner possible, but ultimately, it is up to the individual to use whatever method works best for them.</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b>Idea To Implement:</b></p> <p class="p1"> <i>Ditch micro-management.</i></p> <p class="p1"> Trust your employees to accomplish tasks through the processes that work for them. Trial and error is a powerful way for people to find out what works best and removing the stigma of &ldquo;failure&rdquo; can be extremely beneficial. Facilitating monthly meetings where the focus is on these successes and failures can also help employees grow and share their experiences. Documenting these meetings in a shared folder or drive allows these learnings to become a valuable way for employees to learn from and discover what the company has done that works and what hasn&#39;t.</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b>2) Self-Management Is Here To Make Everyone Equal</b></p> <p class="p1"> Work in an organization will always have varying scopes of importance and responsibility. In a true self-managing environment, the goal is not&nbsp; to provide everyone with equal power, but instead, to create a framework that allows employees to find their own power. Successful self-management is growing everyone to the strongest and healthiest versions of themselves.&nbsp;</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b>Idea To Implement:&nbsp;</b></p> <p class="p1"> <i>Encourage employees to follow their passions.</i></p> <p class="p1"> According to Maslow&rsquo;s Hierarchy Of Needs, self-actualization is at the top of the pyramid and represents an individual&rsquo;s need to find their higher purpose. With passion comes purpose. Think about ways to grow your team into the best versions of themselves.&nbsp;Our Customer Loyalty Team allows employees to focus on their own growth for an average base of 20% of their work week that is outside of their primary roles. By carving this time outside of their day to day work, employees are challenged to become involved in culture&nbsp;activities, personal&nbsp;development, or finding new ways to connect with customers.&nbsp;</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b>3) It&rsquo;s All About Empowerment</b></p> <p class="p1"> Many organizations claim to be empowered but that implies the manager supplies all of the power and transfers it down to others. Employees in Teal organizations are given power; they don&rsquo;t need to fight for it, they simply have it. However, as they say, with great power comes great responsibility. Employees must think of others and what&rsquo;s best for the team and the overall company purpose when making decisions.&nbsp;</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b>Idea To Implement:</b></p> <p class="p1"> <i>Decision making doesn&rsquo;t need to come from the top down.</i></p> <p class="p1"> Every company can pinpoint a time when an idea was lost or a decision wasn&rsquo;t acted on quickly enough because of the need for management approval. In traditional organizations, there can sometimes be a bottleneck at the top of the hierarchy to make decisions. Allowing employees the ability to make bigger decisions without the need for consent from management calls for trust and a decision-making process that involves knowledgeable and relevant colleagues. In Teal organizations, employees seek the advice of those the decision affects, as well as those with subject matter expertise in the task or issue at hand. With all of the information and advice present, trust employees to make the right decisions that can push your organization forward.</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b>4) Its Still Experimental &nbsp;</b></p> <p class="p1"> There are many examples of companies successfully working off the principles and processes of self-management since the 1950&rsquo;s. Among them are Morningstar, Patagonia, Whole Foods, Wikipedia, Linux, and Alcoholics Anonymous.&nbsp;</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b>Idea To Implement:&nbsp;</b></p> <p class="p2"> &nbsp;</p> <p class="p1"> <i>Create your own shade of Teal.</i></p> <p class="p1"> Although self-management sounds like a radically different way of working, the key themes in these principles are fostering an environment where people feel comfortable contributing and ideas are supported.&nbsp;Each organization should look to find ways to take the guiding&nbsp;principles&nbsp;and use them in a way that makes sense for the work they do.&nbsp;&nbsp;Management writer, Gary Hamel, notes that some of these key values to propel self-management forward are:</p> <ul class="ul1"> <li class="li1"> No one can kill a good idea</li> <li class="li1"> Everyone can pitch in</li> <li class="li1"> Anyone can lead</li> <li class="li1"> No one can dictate</li> <li class="li1"> You get to choose your own cause</li> <li class="li1"> You can easily build on top what others have done</li> <li class="li1"> You don&rsquo;t have to put up with bullies and tyrants</li> <li class="li1"> Agitators don&rsquo;t get marginalized</li> <li class="li1"> Excellence usually wins (and mediocrity doesn&rsquo;t)</li> <li class="li1"> Passion-killing policies get reversed</li> <li class="li1"> Great contributions get recognized and celebrated</li> </ul> <p class="p4"> &nbsp;</p> <p class="p1"> If this sounds like your workplace already, you are operating in the realm of self-management without even realizing it.</p> <p class="p1"> &nbsp;</p> <p class="p1"> If not, try the above ideas and see if there is pay-off in employee happiness and productivity.&nbsp;</p> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> <div class="html clearfix clear"> <p class="p1"> &nbsp;</p> <p class="p3"> <span class="s1">(For more information on self-management, check this out:&nbsp;<a href="http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh"><span class="s2">http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh</span></a></span><span class="s3">)</span></p> <p class="p1"> &nbsp;</p> <p class="p1"> Before diving in, I want to quickly cover a phrase you may not be familiar with:&nbsp;<i>Teal organizations.&nbsp;</i>What the heck is this? &nbsp;The concept of a Teal organization has sometimes been used interchangeably with&nbsp;<i>self-management</i>, but is actually a stage of development where self-management is one of the key elements present along with wholeness and evolutionary purpose. Teal is discussed in the book,&nbsp;<span class="s4"><b>Reinventing Organizations</b></span>&nbsp;by Frederic Laloux. Laloux describes Teal organizations as having found, &quot;the key to operate effectively, even at a large scale, with a system based on peer relationships, without the need for either hierarchy or consensus.&rdquo;</p> <p class="p4"> &nbsp;</p> <p class="p1"> <b>Four Most Common Misconceptions about Teal:</b></p> <p class="p5"> <span class="s3">Content is from:&nbsp;<a href="http://www.self-managementinstitute.org/misperceptions-of-self-management"><span class="s5">http://www.self-managementinstitute.org/misperceptions-of-self-management</span></a></span></p> <p class="p4"> June 12, 2014</p> <p class="p4"> By Frederic Laloux</p> <p class="p4"> (&ldquo;Ideas to implement&quot; are my my own thoughts)</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b><img alt="" class="img-thumbnail" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/GrandOpening.Blog.jpg" style="width: 500px; height: 333px; float: right; margin: 15px;" />1) There Is No Structure, Management, or Leadership</b></p> <p class="p1"> This is the most common misconception. Although this isn&rsquo;t true, it&rsquo;s certainly headline grabbing. If done properly, there can actually be more structure. Managerial duties are now distributed and delegated to the entire team to focus on getting work done. In Teal organizations, there are many processes in place to help employees self-manage. Sharing best practices allows people to get work done in the most efficient manner possible, but ultimately, it is up to the individual to use whatever method works best for them.</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b>Idea To Implement:</b></p> <p class="p1"> <i>Ditch micro-management.</i></p> <p class="p1"> Trust your employees to accomplish tasks through the processes that work for them. Trial and error is a powerful way for people to find out what works best and removing the stigma of &ldquo;failure&rdquo; can be extremely beneficial. Facilitating monthly meetings where the focus is on these successes and failures can also help employees grow and share their experiences. Documenting these meetings in a shared folder or drive allows these learnings to become a valuable way for employees to learn from and discover what the company has done that works and what hasn&#39;t.</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b>2) Self-Management Is Here To Make Everyone Equal</b></p> <p class="p1"> Work in an organization will always have varying scopes of importance and responsibility. In a true self-managing environment, the goal is not&nbsp; to provide everyone with equal power, but instead, to create a framework that allows employees to find their own power. Successful self-management is growing everyone to the strongest and healthiest versions of themselves.&nbsp;</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b>Idea To Implement:&nbsp;</b></p> <p class="p1"> <i>Encourage employees to follow their passions.</i></p> <p class="p1"> According to Maslow&rsquo;s Hierarchy Of Needs, self-actualization is at the top of the pyramid and represents an individual&rsquo;s need to find their higher purpose. With passion comes purpose. Think about ways to grow your team into the best versions of themselves.&nbsp;Our Customer Loyalty Team allows employees to focus on their own growth for an average base of 20% of their work week that is outside of their primary roles. By carving this time outside of their day to day work, employees are challenged to become involved in culture&nbsp;activities, personal&nbsp;development, or finding new ways to connect with customers.&nbsp;</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b>3) It&rsquo;s All About Empowerment</b></p> <p class="p1"> Many organizations claim to be empowered but that implies the manager supplies all of the power and transfers it down to others. Employees in Teal organizations are given power; they don&rsquo;t need to fight for it, they simply have it. However, as they say, with great power comes great responsibility. Employees must think of others and what&rsquo;s best for the team and the overall company purpose when making decisions.&nbsp;</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b>Idea To Implement:</b></p> <p class="p1"> <i>Decision making doesn&rsquo;t need to come from the top down.</i></p> <p class="p1"> Every company can pinpoint a time when an idea was lost or a decision wasn&rsquo;t acted on quickly enough because of the need for management approval. In traditional organizations, there can sometimes be a bottleneck at the top of the hierarchy to make decisions. Allowing employees the ability to make bigger decisions without the need for consent from management calls for trust and a decision-making process that involves knowledgeable and relevant colleagues. In Teal organizations, employees seek the advice of those the decision affects, as well as those with subject matter expertise in the task or issue at hand. With all of the information and advice present, trust employees to make the right decisions that can push your organization forward.</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b>4) Its Still Experimental &nbsp;</b></p> <p class="p1"> There are many examples of companies successfully working off the principles and processes of self-management since the 1950&rsquo;s. Among them are Morningstar, Patagonia, Whole Foods, Wikipedia, Linux, and Alcoholics Anonymous.&nbsp;</p> <p class="p1"> &nbsp;</p> <p class="p1"> <b>Idea To Implement:&nbsp;</b></p> <p class="p2"> &nbsp;</p> <p class="p1"> <i>Create your own shade of Teal.</i></p> <p class="p1"> Although self-management sounds like a radically different way of working, the key themes in these principles are fostering an environment where people feel comfortable contributing and ideas are supported.&nbsp;Each organization should look to find ways to take the guiding&nbsp;principles&nbsp;and use them in a way that makes sense for the work they do.&nbsp;&nbsp;Management writer, Gary Hamel, notes that some of these key values to propel self-management forward are:</p> <ul class="ul1"> <li class="li1"> No one can kill a good idea</li> <li class="li1"> Everyone can pitch in</li> <li class="li1"> Anyone can lead</li> <li class="li1"> No one can dictate</li> <li class="li1"> You get to choose your own cause</li> <li class="li1"> You can easily build on top what others have done</li> <li class="li1"> You don&rsquo;t have to put up with bullies and tyrants</li> <li class="li1"> Agitators don&rsquo;t get marginalized</li> <li class="li1"> Excellence usually wins (and mediocrity doesn&rsquo;t)</li> <li class="li1"> Passion-killing policies get reversed</li> <li class="li1"> Great contributions get recognized and celebrated</li> </ul> <p class="p4"> &nbsp;</p> <p class="p1"> If this sounds like your workplace already, you are operating in the realm of self-management without even realizing it.</p> <p class="p1"> &nbsp;</p> <p class="p1"> If not, try the above ideas and see if there is pay-off in employee happiness and productivity.&nbsp;</p> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> Thu, 07 May 2015 05:08:41 GMT http://www.zapposinsights.com/blog/item/selfmanagement-misconceptions A Memo From Tony Hsieh http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh <p class="date"> 04/08/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 04/08/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="http://w.sharethis.com/button/buttons.js"></script> <script type="text/javascript">stLight.options({publisher: "cec80d9a-458b-434f-a39f-c0b9f446c13e", doNotHash: false, doNotCopy: false, hashAddressBar: false});</script> <div class="socialBar"> <span class='st_facebook_hcount' displayText='Facebook'></span> <span class='st_twitter_hcount' displayText='Tweet'></span> <span class='st_linkedin_hcount' displayText='LinkedIn'></span> <span class='st_googleplus_hcount' displayText='Google +'></span> </div> <div class="summary"> <p class="p1"> &quot;If everyone is moving forward together, then success takes care of itself.&rdquo; Henry Ford</p> <p class="p1"> An email from our CEO was recently sent to our employees that has many people interested in the future of Zappos. To understand the following memo, one must understand the steps leading up to this groundbreaking decision for the company. In 2013, Zappos implemented Holacracy, a system that removes traditional managerial hierarchies allowing employees to self-organize to complete work in a way that increases productivity, fosters innovation and empowers anyone in the company with the ability to make decisions that push the company forward.&nbsp;</p> </div> <div class="summary"> <p class="p1"> &quot;If everyone is moving forward together, then success takes care of itself.&rdquo; Henry Ford</p> <p class="p1"> An email from our CEO was recently sent to our employees that has many people interested in the future of Zappos. To understand the following memo, one must understand the steps leading up to this groundbreaking decision for the company. In 2013, Zappos implemented Holacracy, a system that removes traditional managerial hierarchies allowing employees to self-organize to complete work in a way that increases productivity, fosters innovation and empowers anyone in the company with the ability to make decisions that push the company forward.&nbsp;</p> </div> <div class="html clearfix clear"> <p class="p1"> As we&rsquo;ve moved toward becoming a completely Holacratic organization, there have been challenges which can be expected after shifting the way people<span class="s1">&nbsp;are</span>&nbsp;instinctively used to working and thinking. One of the biggest challenges has been adopting this new way of working throughout the entire company and removing legacy management structures. As Tony states in his memo<span class="s1">&nbsp;below</span>,&nbsp;&quot;Having one foot in one world while having the other foot in the other world has slowed down our transformation towards self-management and self-organization.&quot;</p> <p class="p1"> Although there has been a lot of focus on Holocracy as our ultimate end-goal, our true journey is&nbsp;<span class="s1">to&nbsp;</span>becoming a fully&nbsp;self-managing&nbsp;organization that culminates in making our work more productive,&nbsp;fulfilling, and&nbsp;meaningful<span class="s1">.&nbsp;</span>Holacracy&nbsp;is one of the many tools we plan on using to reach&nbsp;<span class="s1">our</span>&nbsp;destination.&nbsp;This&nbsp;change isn&rsquo;t for everyone and in typical Zappos fashion, there is a severance option for those that aren&rsquo;t&nbsp;comfortable&nbsp;with this new direction.&nbsp;<span class="s1">&ldquo;</span>Embrace and Drive Change<span class="s1">&rdquo;</span>&nbsp;is&nbsp;<span class="s1">our&nbsp;</span>Core Value&nbsp;that is at the forefront of our&nbsp;minds&nbsp;lately and in order to do so<span class="s1">,</span>&nbsp;we all need to be ready and willing to explore new possibilities without losing focus on what truly makes us unique: our commitment to culture and our Core Values.<span class="s1">&rdquo;</span></p> <p class="p1"> Below you&rsquo;ll find Tony&rsquo;s memo and a little more information on what the future holds for Zappos.</p> <hr /> <p class="p1"> This is a long email. Please take 30 minutes to read through the email in its entirety.</p> <p class="p2"> <img alt="" class="img-responsive img-thumbnail" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/photos/tony-ahm.png" style="width: 500px; height: 339px; float: right; margin: 10px;" />We&rsquo;ve been operating partially under Holacracy and partially under the legacy management hierarchy in parallel for over a year now. Having one foot in one world while having the other foot in the other world has slowed down our transformation towards self-management and self-organization. While we&rsquo;ve made decent progress on understanding the workings of the system of Holacracy and capturing&nbsp;work/accountabilities in Glass Frog, we haven&#39;t made fast enough progress towards self-management, self-organization, and more efficient structures to&nbsp;run our business. (Holacracy is just one of many tools that can help move us towards self-management and self-organization, but simply abiding by the rules of Holacracy does not equal self-management or self-organization.)</p> <p class="p2"> After many conversations and a lot of feedback about where we are today versus our desired state of self-organization, self-management, increased autonomy, and increased efficiency, we are going to take a &quot;rip the bandaid&quot; approach to accelerate progress towards becoming a&nbsp;<b>Teal organization</b>&nbsp;(as described in the book&nbsp;<i>Reinventing Organizations</i>).</p> <p class="p2"> Something key to note here is that Holacracy just happens to be our current system in place to help facilitate our move to self-organization, and is one of many tools we plan to experiment with and evolve with in the future. Our main objective is not just to do Holacracy well, but to make Zappos a fully self-organized, self-managed organization by combining a variety of different tools and processes.&nbsp;<i>Reinventing Organizations</i>&nbsp;calls this type of organization a&nbsp;<b>Teal organization</b>. You&rsquo;ll learn examples of successful Teal organizations below and in the book. Each of the companies cited below and in the book have different tools and processes to help with self-management and self-organization. We won&rsquo;t necessarily adopt all of them, but instead we will experiment and figure out the right tools and processes for Zappos, using Holacracy as the initial starting point and continually evolving as we dive deeper into the world of self-management and self-organization.&nbsp;</p> <p class="p2"> Our immediate plan over the next few months:</p> <p class="p2"> -&nbsp;<b>Teal organizations</b>&nbsp;attempt to minimize service provider groups and lean more towards creating self-organizing and self-managing business-centric groups instead.&nbsp;As of 4/30/15, in order to eliminate the legacy management hierarchy, there will be effectively be no more people managers.&nbsp;In addition, we will begin the process of breaking down our legacy silo&rsquo;ed structure/circles of merchandising, finance, tech, marketing, and other functions and create self-organizing and self-managing business-centric circles instead by starting to fund this new model with the appropriate resources needed to flourish. Functions that were previously silo&rsquo;ed will be embedded inside these&nbsp;business-centric circles instead &mdash;&nbsp;this structure will require fewer roles that primarily manage expectations and drive alignment across legacy silos.&nbsp;We will continue using Holacracy&#39;s systems and processes for prioritization and resource allocation, so it&rsquo;ll be extremely important for all of us to keep Glass Frog up to date.</p> <p class="p2"> - To be clear, managers were absolutely necessary and valuable to the growth of Zappos over the years&nbsp;<i>under our previous structure</i>. Without managers, we would not have gotten to where we are today. Historically at Zappos the &quot;manager&quot; position contained a number of different responsibilities including people management, overseeing and approving decisions, budgeting, and professional development, as well as direct work on projects and goals for the good of the team. The people management aspects of the manager role are valuable in what the book refers to as&nbsp;<b>Orange and Green organizations</b>, but do not make sense in a self-organized and self-managing&nbsp;<b>Teal organization</b>. While we know that the full role of managers will no longer be necessary in a&nbsp;<b>Teal organization</b>, we&rsquo;re also looking forward to seeing what new exciting contributions will come from the employees who were previously managers. All former managers who remain in good standing will still keep their salary through the end of 2015 even though their day-to-day work that formerly involved more traditional management will need to change. A new circle called&nbsp;<i>Reinventing Yourself</i>&nbsp;has been created to help guide former managers to new roles that might be a good match for their passions, skills, and experience. Hollie is the lead link of that new circle. (On our backend HRIS system, employees will still have &quot;reporting&quot; relationships solely for the purposes of maintaining compliance&nbsp;(e.g. SOX) requirements because we are part of a public company. This compliance requirement will be largely invisible to most&nbsp;employees and should not be confused with legacy reporting structures which will no longer exist.)</p> <p class="p2"> - Self-management and self-organization is not for everyone, and not everyone will want to move forward in the direction of the Best Customers Strategy and the strategy statements that were recently rolled out. As such, there will be a special version of &ldquo;the offer&rdquo; to everyone who reads&nbsp;<i>Reinventing Organizations</i>&nbsp;and/or meets some other criteria (outlined towards the end of this email).</p> <p class="p2"> &nbsp;- For better context, please read the two articles below first:&nbsp;<i>Misperceptions of Self-Management</i>&nbsp;and&nbsp;<i>Five Crucial Competencies of Self-Management</i></p> <p class="p3"> <b>MISPERCEPTIONS OF SELF-MANAGEMENT</b></p> <p class="p4"> <span class="s2">Content is from:&nbsp;<a href="http://www.self-managementinstitute.org/misperceptions-of-self-management"><span class="s3">http://www.self-managementinstitute.org/misperceptions-of-self-management</span></a></span></p> <p class="p3"> June 12, 2014</p> <p class="p3"> By Frederic Laloux</p> <p class="p3"> Say &ldquo;Self-Management&rdquo; and almost everyone gets the wrong idea.</p> <p class="p3"> Self-managing structures are appearing everywhere, and get increasing attention in the media. They seem to be much more adaptative, agile, motivating than traditional pyramidal organizations, and they appear to achieve spectacular results. But is this a simple fad, or a new phenomenon destined to spread? And why are most people dismissive when you mention the possibility to run organizations &ldquo;without a boss&rdquo;?</p> <p class="p3"> Even though we are only now starting to get our heads around it, Self-Management is not a startling new invention by any means. It is the way life has operated in the world for billions of years, bringing forth creatures and ecosystems so magnificent and complex we can hardly comprehend them. Self-organization is the life force of the world, thriving on the edge of chaos with just enough order to funnel its energy, but not so much as to slow down adaptation and learning.</p> <p class="p3"> Leading scientists believe that the principal science of the next century will be the study of complex, autocatalytic, self-organizing, non-linear, and adaptive systems. This is usually referred to as &ldquo;complexity&rdquo; or &ldquo;chaos theory&rdquo;. For a long time, we thought the world operated based on Newtonian principles. We didn&rsquo;t know better and thought we needed to interfere with the life&rsquo;s self-organizing urge and try to control one another.</p> <p class="p3"> It seems we are ready now to move beyond rigid structures and let organizations truly come to life. And yet self-management is still such a new concept that many people frequently misunderstand what it is about and what it takes to make it work.</p> <p class="p3"> <b>MISPERCEPTION 1: THERE IS NO STRUCTURE, NO MANAGEMENT, NO LEADERSHIP</b></p> <p class="p3"> People who are new to the idea of Self-Management sometimes mistakenly assume that it simply means taking the hierarchy out of an organization and running everything democratically based on consensus. There is, of course, much more to it. Self-Management, just like the traditional pyramidal model it replaces, works with an interlocking set of structures, processes, and practices; these inform how teams are set up, how decisions get made, how roles are defined and distributed, how salaries are set, how people are recruited or dismissed, and so on.</p> <p class="p3"> What often puzzles us at first about self-managing organizations is that they are not structured along the control-minded hierarchical templates of Newtonian science. They are complex, participatory, interconnected, interdependent, and continually evolving systems, like ecosystems in nature. Form follows need. Roles are picked up, discarded, and exchanged fluidly. Power is distributed. Decisions are made at the point of origin. Innovations can spring up from all quarters. Meetings are held when they are needed. Temporary task forces are created spontaneously and quickly disbanded again. Here is how Chris Rufer, the founder and president of Morning Star, talks about the structure of self-managing organizations:</p> <p class="p3"> <i>Clouds form and then go away because atmospheric conditions, temperatures, and humidity cause molecules of water to either condense or vaporize. Organizations should be the same; structures need to appear and disappear based on the forces that are acting in the organization. When people are free to act, they&rsquo;re able to sense those forces and act in ways that fit best with reality.</i></p> <p class="p3"> The tasks of management?setting direction and objectives, planning, directing, controlling, and evaluating?haven&rsquo;t disappeared. They are simply no longer concentrated in dedicated management roles. Because they are spread widely, not narrowly, it can be argued that there is more management and leadership happening at any time in self-managing organizations despite, or rather precisely because of, the absence of fulltime managers.</p> <p class="p3"> <b>MISPERCEPTION 2: EVERYONE IS EQUAL</b></p> <p class="p3"> For as long as human memory goes back, the problem of power inequality has plagued life in organizations. Much of the pervasive fear that runs silently through organizations?and much of the politics, the silos, the greed, blaming, and resentment that feed on fear?stem from the unequal distribution of power.</p> <p class="p3"> Interestingly, the interlocking structures and processes allowing for self-organization do not resolve the question of power inequality; they transcend it. Attempting to resolve the problem of power inequality would call for everyone to be given the same power. Cooperatives, for instance, have sought in equal ownership a method to divide power equally. Interestingly, none of the organizations I have researched for the book Reinventing Organizations are employee-owned; the question of employee ownership doesn&rsquo;t seem to matter very much when power is truly distributed.</p> <p class="p3"> The right question is not: how can everyone have equal power? It is rather: how can everyone be powerful? Power is not viewed as a zero-sum game, where the power I have is necessarily power taken away from you. Instead, if we acknowledge that we are all interconnected, the more powerful you are, the more powerful I can become. The more powerfully you advance the organization&rsquo;s purpose, the more opportunities will open up for me to make contributions of my own.</p> <p class="p3"> Here we stumble upon a beautiful paradox: people can hold different levels of power, and yet everyone can be powerful. If I&rsquo;m a machine operator?if my background, education, interests, and talents predispose me for such work?my scope of concern will be more limited than yours, if your roles involve coordinating the design of a whole new factory. And yet, if within what matters to me, I can take all necessary actions using the advice process, I have all the power I need.</p> <p class="p3"> This paradox cannot be understood with the unspoken metaphor we hold today of organizations as machines. In a machine, a small turn of the big cog at the top can send lots of little cogs spinning. The reverse isn&rsquo;t true?the little cog at the bottom can try as hard as it pleases, but it has little power to move the bigger cog. The metaphor of nature as a complex, self-organizing system can much better accommodate this paradox. In an ecosystem, interconnected organisms thrive without one holding power over another. A fern or a mushroom can express its full selfhood without ever reaching out as far into the sky as the tree next to which it grows. Through a complex collaboration involving exchanges of nutrients, moisture, and shade, the mushroom, fern, and tree don&rsquo;t compete but cooperate to grow into the biggest and healthiest version of themselves.</p> <p class="p3"> It&rsquo;s the same in self-managing organizations: the point is not to make everyone equal; it is to allow all employees to grow into the strongest, healthiest version of themselves. Gone is the dominator hierarchy (the structure where bosses hold power over their subordinates). And precisely for that reason, lots of natural, evolving, overlapping hierarchies can emerge?hierarchies of development, skill, talent, expertise, and recognition, for example. This is a point that management author Gary Hamel noted about Morning Star:</p> <p class="p3"> <i>Morning Star is a collection of naturally dynamic hierarchies. There isn&rsquo;t one formal hierarchy; there are many informal ones. On any issue some colleagues will have a bigger say than others will, depending on their expertise and willingness to help. These are hierarchies of influence, not position, and they&rsquo;re built from the bottom up. At Morning Star one accumulates authority by demonstrating expertise, helping peers, and adding value. Stop doing those things, and your influence wanes&mdash;as will your pay.</i></p> <p class="p3"> So really, these organizations are anything but &ldquo;flat,&rdquo; a word often used for organizations with little or no hierarchy. On the contrary, they are alive and moving in all directions, allowing anyone to reach out for opportunities. How high you reach depends on your talents, your interests, your character, and the support you inspire from colleagues; it is no longer artificially constrained by the organization chart.</p> <p class="p3"> <b>MISPERCEPTION 3: IT&rsquo;S ABOUT EMPOWERMENT</b></p> <p class="p3"> Many organizations today claim to be empowering. But note the painful irony in that statement. If employees need to be empowered, it is because the system&rsquo;s very design concentrates power at the top and makes people at the lower rungs essentially powerless, unless leaders are generous enough to share some of their power. In self-managing organizations, people are not empowered by the good graces of other people. Empowerment is baked into the very fabric of the organization, into its structure, processes, and practices. Individuals need not fight for power. They simply have it. For people experiencing Self-Management for the first time, the ride can be bittersweet at first. With freedom comes responsibility: you can no longer throw problems, harsh decisions, or difficult calls up the hierarchy and let your bosses take care of it. You can&rsquo;t take refuge in blame, apathy, or resentfulness. Everybody needs to grow up and take full responsibility for their thoughts and actions?a steep learning curve for some people. Former leaders and managers sometimes find it is a huge relief not having to deal with everybody else&rsquo;s problems. But many also feel the phantom pain of not being able to wield their former positional power.</p> <p class="p3"> Many leading thinkers and practitioners in the field of organizational design focus their energy today on the question of how leaders can become more conscious. The thinking goes as follows: if only leaders could be more caring, more humble, more empowering, better listeners, more aware of the shadow they cast, they would wield their power more carefully and would create healthier and more productive organizations. Brian Robertson, the founder of Holacracy, put it well in a blog post:</p> <p class="p3"> <i>We see attempts for leaders to develop to be more conscious, aware, awake, servant leaders that are empowering. &hellip; And yet, the irony: &hellip; If you need someone else to carefully wield their power and hold their space for you, then you are a victim. This is the irony of empowerment, and yet there is very little else we can do within our conventional operating system other than try our best to be conscious, empowering leaders.</i></p> <p class="p3"> If we can&rsquo;t think outside the pyramid, then indeed, as Robertson notes, the best we can do is try to patch up the unhealthy consequences of power inequality with more enlightened leadership. Pioneer self-managing organizations show that it&rsquo;s possible to transcend the problem of power inequality and not just patch it up. We can reinvent the basic structures and practices of organizations to make everyone powerful and no one powerless.</p> <p class="p3"> <b>MISPERCEPTION 4: IT&rsquo;S STILL EXPERIMENTAL</b></p> <p class="p3"> Another common misconception is that Self-Management might still be an experimental form of management. That is no longer true: Self-Management has proven its worth time and again,&nbsp; on both small and large scales and in various types of industry. W. L. Gore, a chemical manufacturing company best known for its Gore-Tex fabrics, has been operating on self-organizing principles since its founding in the late 1950s. Whole Foods, with its 60,000 employees and $9 billion in revenue, operates its more than 300 stores with self-governing units (the rest of the organization has more traditional hierarchical structures). Each store consists of roughly eight self-managing units, such as produce, seafood, and check-out (central services are run with a traditional, albeit empowered hierarchy).</p> <p class="p3"> The Orpheus Chamber Orchestra has operated since its founding in 1972 on entirely self-managing principles. The orchestra, with residence in New York&rsquo;s Carnegie Hall, has earned rave reviews and is widely regarded as one of the world&rsquo;s great orchestras. It operates without a conductor. Musicians from the orchestra make all artistic decisions, from choosing the repertoire to deciding how a piece ought to be played. They decide who to recruit, where to play, and with whom to collaborate.</p> <p class="p3"> Virtual and volunteer-driven organizations practice Self-Management on staggering scales. In 2012, Wikipedia had 100,000 active contributors. It is estimated that around the same number?100,000 people?have contributed to Linux. If these numbers sound large, they are dwarfed by other volunteer organizations. Alcoholics Anonymous currently has 1.8 million members participating in over 100,000 groups worldwide?each of them operating entirely on self-managing principles, structures, and practices.</p> <p class="p3"> I believe it is because we have grown up with traditional hierarchical organizations that we find it so hard to get our heads around Self-Management. Young people, on the other hand, who have grown up with the Web (variously referred to as Millennials, Generation Y) &ldquo;get&rdquo; self-management instinctively. On the web, management writer Gary Hamel notes:</p> <ul class="ul1"> <li class="li3"> <i>No one can kill a good idea</i></li> <li class="li3"> <i>Everyone can pitch in</i></li> <li class="li3"> <i>Anyone can lead</i></li> <li class="li3"> <i>No one can dictate</i></li> <li class="li3"> <i>You get to choose your cause</i></li> <li class="li3"> <i>You can easily build on top of what others have done</i></li> <li class="li3"> <i>You don&rsquo;t have to put up with bullies and tyrants</i></li> <li class="li3"> <i>Agitators don&rsquo;t get marginalized</i></li> <li class="li3"> <i>Excellence usually wins (and mediocrity doesn&rsquo;t)</i></li> <li class="li3"> <i>Passion-killing policies get reversed</i></li> <li class="li3"> <i>Great contributions get recognized and celebrated</i></li> </ul> <p class="p3"> Many organizational leaders and human resource managers complain that Millennials are hard to manage. Indeed, this generation has grown up in the disruptive world of the Internet, where people&rsquo;s influence is based on contribution and reputation, not position. Why would they want to put up with anything other than self-management in the workplace? Why would anyone else, for that matter?</p> <p class="p3"> &nbsp;</p> <p class="p3"> <b>FIVE CRUCIAL COMPETENCIES OF SELF-MANAGEMENT</b></p> <p class="p4"> <span class="s2">Content is from:&nbsp;<a href="http://www.self-managementinstitute.org/five-crucial-competencies-of-self-management"><span class="s3">http://www.self-managementinstitute.org/five-crucial-competencies-of-self-management</span></a></span></p> <p class="p3"> April 17, 2014</p> <p class="p3"> By Doug Kirkpatrick</p> <p class="p3"> While there are many competencies that enable effective self-management (excellent communication skills, solid teamwork, good judgment), there are many other, less obvious competencies that impact one&rsquo;s ability to navigate and perform at a high level in a self-managed ecosystem. Here are five candidates for consideration.</p> <p class="p3"> 1) Taking Initiative. This characteristic is expressly called for in the Morning Star Colleague Principles. It&rsquo;s very hard to deliver constructive feedback to colleagues or cause positive change in processes without a willingness to take the initiative to do so. Taking initiative includes the willingness and ability to speak up when necessary.</p> <p class="p3"> 2) Tolerance for Ambiguity. Self-management can be messy as new colleagues meet new people, engage with new processes, and learn a new way of working. Negotiating a Colleague Letter of Understanding (CLOU) that clearly communicates one&rsquo;s mission, process stewardships and performance metrics with affected stakeholders takes time and effort. Choices must be made regarding what requests to make of other colleagues and the timing and scope of those requests. Self-management is never as clear-cut as just going up to the boss with a comment or complaint.</p> <p class="p3"> 3) Consciousness. It takes real effort to locate the energy needed to pursue one&rsquo;s personal commercial mission consistently, every day. It is akin to the energy that entrepreneurs use to create entirely new enterprises out of ideas. Consciousness gives rise to awareness and presence, and is the source of confidence in one&rsquo;s ability to get things done&mdash;even in the face of adversity. Awareness goes right to the heart of the Morning Star Colleague Principles&mdash;understanding one&rsquo;s Rings of Responsibility requires a clear scope of awareness, especially in the primary ring.</p> <p class="p3"> 4) Contribution Mindset. Peter Drucker talked about a contribution mindset in his 1966 book, The Effective Executive. A half-century later, that mindset applies to everyone who wants to be an effective self-manager in a self-managed enterprise. This competency is referenced in the Morning Star Colleague Principles, which create an affirmative obligation for individuals to share relevant information with colleagues even when not expressly requested.</p> <p class="p3"> 5) Low Power Distance Sensitivity. Power distance refers to the concept of deferring to individuals perceived to have more power than oneself. In a self-managed environment (where collaboration is highly valued), there is an unofficial hierarchy of credibility, which springs from experience, trust, communication, and a host of other factors. This is not the same thing as a hierarchy of power based on command authority or control of others. Effective self-managers will find ways to express themselves to anyone in the organization, and will listen to anyone and everyone who wishes to talk with them. To cut off colleagues based on perceived status is to cut off information, the lifeblood of a self-managed organization. Communication is everything.</p> <p class="p2"> More information about the above from the author is in this video:&nbsp;</p> <p class="p5"> <span class="s2">&nbsp;&nbsp;<span class="s4"><a href="https://www.youtube.com/watch?v=Ej4n3w4kMa4">https://www.youtube.com/watch?v=Ej4n3w4kMa4</a></span></span></p> <p class="p2"> From Tony:</p> <p class="p3"> I was on a Skype call with Frederic Laloux, the author of&nbsp;<i>Reinventing Organizations</i>. During our call, he said that as we move towards a Teal, no-manager organization, there are two really important things that we should make sure we have in place to make sure employees still perform and are still accountable to the organization even though there are no more managers.</p> <p class="p3"> First, in the human body, there are antibodies that get activated when there&#39;s a virus or disease. We need to make sure we have the same thing in our organization. We need to figure out what the antibodies are for when a small number employees take advantage of the freedom gained from being in a no-manager organization, or else it will demoralize the other employees. He said that in general, research has shown that peer-pressure based systems work the best. For certain types of job functions where there are easy metrics to measure performance, a public leaderboard ranking will naturally create peer pressure&nbsp;by showing which teams are performing and which aren&#39;t. For other types of job functions where metrics are more difficult to come by, regular peer-based presentations have been shown to be really effective, where each team presents to the other teams (once a quarter) what they are working on and why it is adding value to the company, and that will create a natural peer pressure. He suggested simply asking employees for their ideas on how to create the peer pressure and to give them the antibody analogy/framework and encourage employees to figure out the antibody systems themselves rather than try to design it from the top down.</p> <p class="p3"> Second, as we move towards self-management and self-organization, we need to have a clear process for conflict resolution. There&#39;s already a clear system described in the book (meet 1-1, and if that doesn&rsquo;t work escalate to peer council, and if that doesn&#39;t work then escalate to the CEO), which seems like an easy starting point that we can adjust as we learn what works and doesn&#39;t work. However, conflict resolution starts with the expectation that employees are responsible for taking the first step and having a 1:1 conversation with whomever they are having a conflict with (instead of going to their manager for example). He said the most important thing is the need to have a strong conflict resolution process clearly communicated and clearly understood by everyone so employees know what to do.</p> <p class="p2"> As previously stated, self-management and self-organization is not for everyone, and not everyone will necessarily want to move forward in the direction of the Best Customers Strategy and the strategy statements that were recently rolled out.&nbsp;Therefore, there will be a special version of &ldquo;the offer&rdquo; on a company-wide scale, in which each employee will be offered at least 3 months severance (and up to 3 months of COBRA reimbursement for benefits)&nbsp;if he/she feels that self-management, self-organization, and our Best Customers Strategy and strategy statements as published in Glass Frog are not the right fit. (For employees that have been with Zappos for 4 or more years, the offer will be 1 month for every year worked at Zappos, along with up to 3 months of COBRA reimbursement for benefits.)&nbsp;</p> <p class="p2"> To qualify for the offer, you must:</p> <p class="p2"> - Be an employee in good standing</p> <p class="p5"> <span class="s2">- Watch&nbsp;<a href="https://www.youtube.com/watch?v=gcS04BI2sbk"><span class="s4">video of talk by the author of Reinventing Organizations</span></a>&nbsp;-&nbsp;<a href="https://www.youtube.com/watch?v=gcS04BI2sbk"><span class="s4">https://www.youtube.com/watch?v=gcS04BI2sbk</span></a></span></p> <p class="p2"> - Read&nbsp;Reinventing Organizations by 4/15/15 (here is a&nbsp;<a href="http://www.reinventingorganizations.com/2app05d0wn10a9.html"><span class="s5">private link for Zappos employees only to download a digital copy</span></a>) or email a statement of non-intention to read to Arun and Hollie</p> <p class="p2"> - Give notice of your intention to leave anytime during the month of April 2015 if you intend to take the offer (exact last day of work TBD)</p> <p class="p2"> - Ensure a smooth transition of your prior responsibilities and accountabilities (as approved by Arun -&nbsp;please note that if you are working on a&nbsp;critical project, a longer transition time might be required)</p> <p class="p2"> Arun, Fred, Hollie, and I will be doing Q&amp;A town hall sessions about our strategy statements and our new direction on Wednesday, 3/25/15, at 12 PM-12:30 PM, 1-1:30 PM, 2-2:30 PM, and 3-3:30 PM in the Council Chambers. Please attend any of these four town halls if you have any additional questions.</p> <p class="p2"> We won&#39;t have all the answers to everything, and there are still plenty of important things for all of us to figure out together, including answers to the questions below (please email me any suggestions or if you&rsquo;d like to be involved in helping figure out any of the areas below):</p> <p class="p2"> - What&rsquo;s the right method for implementing the advice process as described in&nbsp;<i>Reinventing Organizations</i>?</p> <p class="p2"> - How is the contribution of each employee assessed and what are the&nbsp;compensation framework/processes in this new world of no managers?</p> <p class="p2"> - What is not currently captured in Glass Frog that we should make sure is captured?</p> <p class="p2"> - Should we update our purpose statement, and if so, what should our new purpose statement be?</p> <p class="p2"> - In light of these changes, should we delay and/or modify the next zPrize competition? (Prize-based competition is an example of another tool that can help accelerate self-organization.)</p> <p class="p2"> - What are the peer-pressure &ldquo;antibody&rdquo; systems we want to implement for the different types of job functions?</p> <p class="p2"> - What is the right conflict-resolution set of processes for Zappos?</p> <p class="p2"> - How do we support employee development and growth as a Teal organization?</p> <p class="p2"> - How do we ensure that we continue to meet our financial and Super Cloud commitments to Amazon for 2015 and beyond?</p> <p class="p2"> While I hope that there will be a lot of reflection around this email and our upcoming changes, we will still need to continue to execute on our Best Customers&nbsp;Strategy and honor our financial and Super Cloud commitments for 2015 and beyond. We still need to execute, so it will feel somewhat like trying to upgrade an airplane while we&rsquo;re still flying in the air.</p> <p class="p2"> This is a new, exciting, and bold move for Zappos. Like all the bold steps we&rsquo;ve done in the past, it feels a little scary, but it also feels like exactly the type of thing that only a company such as Zappos would dare to attempt at this scale. With our core values and culture as the foundation for everything we do, I&#39;m personally excited about all the potential creativity and energy of our employees that are just waiting for the right environment and structure to be unlocked and unleashed.</p> <p class="p2"> I can&rsquo;t wait to see how we reinvent ourselves, and&nbsp;I can&rsquo;t wait to see what unfolds next.</p> <p class="p2"> -Tony</p> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> <div class="html clearfix clear"> <p class="p1"> As we&rsquo;ve moved toward becoming a completely Holacratic organization, there have been challenges which can be expected after shifting the way people<span class="s1">&nbsp;are</span>&nbsp;instinctively used to working and thinking. One of the biggest challenges has been adopting this new way of working throughout the entire company and removing legacy management structures. As Tony states in his memo<span class="s1">&nbsp;below</span>,&nbsp;&quot;Having one foot in one world while having the other foot in the other world has slowed down our transformation towards self-management and self-organization.&quot;</p> <p class="p1"> Although there has been a lot of focus on Holocracy as our ultimate end-goal, our true journey is&nbsp;<span class="s1">to&nbsp;</span>becoming a fully&nbsp;self-managing&nbsp;organization that culminates in making our work more productive,&nbsp;fulfilling, and&nbsp;meaningful<span class="s1">.&nbsp;</span>Holacracy&nbsp;is one of the many tools we plan on using to reach&nbsp;<span class="s1">our</span>&nbsp;destination.&nbsp;This&nbsp;change isn&rsquo;t for everyone and in typical Zappos fashion, there is a severance option for those that aren&rsquo;t&nbsp;comfortable&nbsp;with this new direction.&nbsp;<span class="s1">&ldquo;</span>Embrace and Drive Change<span class="s1">&rdquo;</span>&nbsp;is&nbsp;<span class="s1">our&nbsp;</span>Core Value&nbsp;that is at the forefront of our&nbsp;minds&nbsp;lately and in order to do so<span class="s1">,</span>&nbsp;we all need to be ready and willing to explore new possibilities without losing focus on what truly makes us unique: our commitment to culture and our Core Values.<span class="s1">&rdquo;</span></p> <p class="p1"> Below you&rsquo;ll find Tony&rsquo;s memo and a little more information on what the future holds for Zappos.</p> <hr /> <p class="p1"> This is a long email. Please take 30 minutes to read through the email in its entirety.</p> <p class="p2"> <img alt="" class="img-responsive img-thumbnail" src="http://www.zapposinsights.com/files/accounts/zappos/assets/images/photos/tony-ahm.png" style="width: 500px; height: 339px; float: right; margin: 10px;" />We&rsquo;ve been operating partially under Holacracy and partially under the legacy management hierarchy in parallel for over a year now. Having one foot in one world while having the other foot in the other world has slowed down our transformation towards self-management and self-organization. While we&rsquo;ve made decent progress on understanding the workings of the system of Holacracy and capturing&nbsp;work/accountabilities in Glass Frog, we haven&#39;t made fast enough progress towards self-management, self-organization, and more efficient structures to&nbsp;run our business. (Holacracy is just one of many tools that can help move us towards self-management and self-organization, but simply abiding by the rules of Holacracy does not equal self-management or self-organization.)</p> <p class="p2"> After many conversations and a lot of feedback about where we are today versus our desired state of self-organization, self-management, increased autonomy, and increased efficiency, we are going to take a &quot;rip the bandaid&quot; approach to accelerate progress towards becoming a&nbsp;<b>Teal organization</b>&nbsp;(as described in the book&nbsp;<i>Reinventing Organizations</i>).</p> <p class="p2"> Something key to note here is that Holacracy just happens to be our current system in place to help facilitate our move to self-organization, and is one of many tools we plan to experiment with and evolve with in the future. Our main objective is not just to do Holacracy well, but to make Zappos a fully self-organized, self-managed organization by combining a variety of different tools and processes.&nbsp;<i>Reinventing Organizations</i>&nbsp;calls this type of organization a&nbsp;<b>Teal organization</b>. You&rsquo;ll learn examples of successful Teal organizations below and in the book. Each of the companies cited below and in the book have different tools and processes to help with self-management and self-organization. We won&rsquo;t necessarily adopt all of them, but instead we will experiment and figure out the right tools and processes for Zappos, using Holacracy as the initial starting point and continually evolving as we dive deeper into the world of self-management and self-organization.&nbsp;</p> <p class="p2"> Our immediate plan over the next few months:</p> <p class="p2"> -&nbsp;<b>Teal organizations</b>&nbsp;attempt to minimize service provider groups and lean more towards creating self-organizing and self-managing business-centric groups instead.&nbsp;As of 4/30/15, in order to eliminate the legacy management hierarchy, there will be effectively be no more people managers.&nbsp;In addition, we will begin the process of breaking down our legacy silo&rsquo;ed structure/circles of merchandising, finance, tech, marketing, and other functions and create self-organizing and self-managing business-centric circles instead by starting to fund this new model with the appropriate resources needed to flourish. Functions that were previously silo&rsquo;ed will be embedded inside these&nbsp;business-centric circles instead &mdash;&nbsp;this structure will require fewer roles that primarily manage expectations and drive alignment across legacy silos.&nbsp;We will continue using Holacracy&#39;s systems and processes for prioritization and resource allocation, so it&rsquo;ll be extremely important for all of us to keep Glass Frog up to date.</p> <p class="p2"> - To be clear, managers were absolutely necessary and valuable to the growth of Zappos over the years&nbsp;<i>under our previous structure</i>. Without managers, we would not have gotten to where we are today. Historically at Zappos the &quot;manager&quot; position contained a number of different responsibilities including people management, overseeing and approving decisions, budgeting, and professional development, as well as direct work on projects and goals for the good of the team. The people management aspects of the manager role are valuable in what the book refers to as&nbsp;<b>Orange and Green organizations</b>, but do not make sense in a self-organized and self-managing&nbsp;<b>Teal organization</b>. While we know that the full role of managers will no longer be necessary in a&nbsp;<b>Teal organization</b>, we&rsquo;re also looking forward to seeing what new exciting contributions will come from the employees who were previously managers. All former managers who remain in good standing will still keep their salary through the end of 2015 even though their day-to-day work that formerly involved more traditional management will need to change. A new circle called&nbsp;<i>Reinventing Yourself</i>&nbsp;has been created to help guide former managers to new roles that might be a good match for their passions, skills, and experience. Hollie is the lead link of that new circle. (On our backend HRIS system, employees will still have &quot;reporting&quot; relationships solely for the purposes of maintaining compliance&nbsp;(e.g. SOX) requirements because we are part of a public company. This compliance requirement will be largely invisible to most&nbsp;employees and should not be confused with legacy reporting structures which will no longer exist.)</p> <p class="p2"> - Self-management and self-organization is not for everyone, and not everyone will want to move forward in the direction of the Best Customers Strategy and the strategy statements that were recently rolled out. As such, there will be a special version of &ldquo;the offer&rdquo; to everyone who reads&nbsp;<i>Reinventing Organizations</i>&nbsp;and/or meets some other criteria (outlined towards the end of this email).</p> <p class="p2"> &nbsp;- For better context, please read the two articles below first:&nbsp;<i>Misperceptions of Self-Management</i>&nbsp;and&nbsp;<i>Five Crucial Competencies of Self-Management</i></p> <p class="p3"> <b>MISPERCEPTIONS OF SELF-MANAGEMENT</b></p> <p class="p4"> <span class="s2">Content is from:&nbsp;<a href="http://www.self-managementinstitute.org/misperceptions-of-self-management"><span class="s3">http://www.self-managementinstitute.org/misperceptions-of-self-management</span></a></span></p> <p class="p3"> June 12, 2014</p> <p class="p3"> By Frederic Laloux</p> <p class="p3"> Say &ldquo;Self-Management&rdquo; and almost everyone gets the wrong idea.</p> <p class="p3"> Self-managing structures are appearing everywhere, and get increasing attention in the media. They seem to be much more adaptative, agile, motivating than traditional pyramidal organizations, and they appear to achieve spectacular results. But is this a simple fad, or a new phenomenon destined to spread? And why are most people dismissive when you mention the possibility to run organizations &ldquo;without a boss&rdquo;?</p> <p class="p3"> Even though we are only now starting to get our heads around it, Self-Management is not a startling new invention by any means. It is the way life has operated in the world for billions of years, bringing forth creatures and ecosystems so magnificent and complex we can hardly comprehend them. Self-organization is the life force of the world, thriving on the edge of chaos with just enough order to funnel its energy, but not so much as to slow down adaptation and learning.</p> <p class="p3"> Leading scientists believe that the principal science of the next century will be the study of complex, autocatalytic, self-organizing, non-linear, and adaptive systems. This is usually referred to as &ldquo;complexity&rdquo; or &ldquo;chaos theory&rdquo;. For a long time, we thought the world operated based on Newtonian principles. We didn&rsquo;t know better and thought we needed to interfere with the life&rsquo;s self-organizing urge and try to control one another.</p> <p class="p3"> It seems we are ready now to move beyond rigid structures and let organizations truly come to life. And yet self-management is still such a new concept that many people frequently misunderstand what it is about and what it takes to make it work.</p> <p class="p3"> <b>MISPERCEPTION 1: THERE IS NO STRUCTURE, NO MANAGEMENT, NO LEADERSHIP</b></p> <p class="p3"> People who are new to the idea of Self-Management sometimes mistakenly assume that it simply means taking the hierarchy out of an organization and running everything democratically based on consensus. There is, of course, much more to it. Self-Management, just like the traditional pyramidal model it replaces, works with an interlocking set of structures, processes, and practices; these inform how teams are set up, how decisions get made, how roles are defined and distributed, how salaries are set, how people are recruited or dismissed, and so on.</p> <p class="p3"> What often puzzles us at first about self-managing organizations is that they are not structured along the control-minded hierarchical templates of Newtonian science. They are complex, participatory, interconnected, interdependent, and continually evolving systems, like ecosystems in nature. Form follows need. Roles are picked up, discarded, and exchanged fluidly. Power is distributed. Decisions are made at the point of origin. Innovations can spring up from all quarters. Meetings are held when they are needed. Temporary task forces are created spontaneously and quickly disbanded again. Here is how Chris Rufer, the founder and president of Morning Star, talks about the structure of self-managing organizations:</p> <p class="p3"> <i>Clouds form and then go away because atmospheric conditions, temperatures, and humidity cause molecules of water to either condense or vaporize. Organizations should be the same; structures need to appear and disappear based on the forces that are acting in the organization. When people are free to act, they&rsquo;re able to sense those forces and act in ways that fit best with reality.</i></p> <p class="p3"> The tasks of management?setting direction and objectives, planning, directing, controlling, and evaluating?haven&rsquo;t disappeared. They are simply no longer concentrated in dedicated management roles. Because they are spread widely, not narrowly, it can be argued that there is more management and leadership happening at any time in self-managing organizations despite, or rather precisely because of, the absence of fulltime managers.</p> <p class="p3"> <b>MISPERCEPTION 2: EVERYONE IS EQUAL</b></p> <p class="p3"> For as long as human memory goes back, the problem of power inequality has plagued life in organizations. Much of the pervasive fear that runs silently through organizations?and much of the politics, the silos, the greed, blaming, and resentment that feed on fear?stem from the unequal distribution of power.</p> <p class="p3"> Interestingly, the interlocking structures and processes allowing for self-organization do not resolve the question of power inequality; they transcend it. Attempting to resolve the problem of power inequality would call for everyone to be given the same power. Cooperatives, for instance, have sought in equal ownership a method to divide power equally. Interestingly, none of the organizations I have researched for the book Reinventing Organizations are employee-owned; the question of employee ownership doesn&rsquo;t seem to matter very much when power is truly distributed.</p> <p class="p3"> The right question is not: how can everyone have equal power? It is rather: how can everyone be powerful? Power is not viewed as a zero-sum game, where the power I have is necessarily power taken away from you. Instead, if we acknowledge that we are all interconnected, the more powerful you are, the more powerful I can become. The more powerfully you advance the organization&rsquo;s purpose, the more opportunities will open up for me to make contributions of my own.</p> <p class="p3"> Here we stumble upon a beautiful paradox: people can hold different levels of power, and yet everyone can be powerful. If I&rsquo;m a machine operator?if my background, education, interests, and talents predispose me for such work?my scope of concern will be more limited than yours, if your roles involve coordinating the design of a whole new factory. And yet, if within what matters to me, I can take all necessary actions using the advice process, I have all the power I need.</p> <p class="p3"> This paradox cannot be understood with the unspoken metaphor we hold today of organizations as machines. In a machine, a small turn of the big cog at the top can send lots of little cogs spinning. The reverse isn&rsquo;t true?the little cog at the bottom can try as hard as it pleases, but it has little power to move the bigger cog. The metaphor of nature as a complex, self-organizing system can much better accommodate this paradox. In an ecosystem, interconnected organisms thrive without one holding power over another. A fern or a mushroom can express its full selfhood without ever reaching out as far into the sky as the tree next to which it grows. Through a complex collaboration involving exchanges of nutrients, moisture, and shade, the mushroom, fern, and tree don&rsquo;t compete but cooperate to grow into the biggest and healthiest version of themselves.</p> <p class="p3"> It&rsquo;s the same in self-managing organizations: the point is not to make everyone equal; it is to allow all employees to grow into the strongest, healthiest version of themselves. Gone is the dominator hierarchy (the structure where bosses hold power over their subordinates). And precisely for that reason, lots of natural, evolving, overlapping hierarchies can emerge?hierarchies of development, skill, talent, expertise, and recognition, for example. This is a point that management author Gary Hamel noted about Morning Star:</p> <p class="p3"> <i>Morning Star is a collection of naturally dynamic hierarchies. There isn&rsquo;t one formal hierarchy; there are many informal ones. On any issue some colleagues will have a bigger say than others will, depending on their expertise and willingness to help. These are hierarchies of influence, not position, and they&rsquo;re built from the bottom up. At Morning Star one accumulates authority by demonstrating expertise, helping peers, and adding value. Stop doing those things, and your influence wanes&mdash;as will your pay.</i></p> <p class="p3"> So really, these organizations are anything but &ldquo;flat,&rdquo; a word often used for organizations with little or no hierarchy. On the contrary, they are alive and moving in all directions, allowing anyone to reach out for opportunities. How high you reach depends on your talents, your interests, your character, and the support you inspire from colleagues; it is no longer artificially constrained by the organization chart.</p> <p class="p3"> <b>MISPERCEPTION 3: IT&rsquo;S ABOUT EMPOWERMENT</b></p> <p class="p3"> Many organizations today claim to be empowering. But note the painful irony in that statement. If employees need to be empowered, it is because the system&rsquo;s very design concentrates power at the top and makes people at the lower rungs essentially powerless, unless leaders are generous enough to share some of their power. In self-managing organizations, people are not empowered by the good graces of other people. Empowerment is baked into the very fabric of the organization, into its structure, processes, and practices. Individuals need not fight for power. They simply have it. For people experiencing Self-Management for the first time, the ride can be bittersweet at first. With freedom comes responsibility: you can no longer throw problems, harsh decisions, or difficult calls up the hierarchy and let your bosses take care of it. You can&rsquo;t take refuge in blame, apathy, or resentfulness. Everybody needs to grow up and take full responsibility for their thoughts and actions?a steep learning curve for some people. Former leaders and managers sometimes find it is a huge relief not having to deal with everybody else&rsquo;s problems. But many also feel the phantom pain of not being able to wield their former positional power.</p> <p class="p3"> Many leading thinkers and practitioners in the field of organizational design focus their energy today on the question of how leaders can become more conscious. The thinking goes as follows: if only leaders could be more caring, more humble, more empowering, better listeners, more aware of the shadow they cast, they would wield their power more carefully and would create healthier and more productive organizations. Brian Robertson, the founder of Holacracy, put it well in a blog post:</p> <p class="p3"> <i>We see attempts for leaders to develop to be more conscious, aware, awake, servant leaders that are empowering. &hellip; And yet, the irony: &hellip; If you need someone else to carefully wield their power and hold their space for you, then you are a victim. This is the irony of empowerment, and yet there is very little else we can do within our conventional operating system other than try our best to be conscious, empowering leaders.</i></p> <p class="p3"> If we can&rsquo;t think outside the pyramid, then indeed, as Robertson notes, the best we can do is try to patch up the unhealthy consequences of power inequality with more enlightened leadership. Pioneer self-managing organizations show that it&rsquo;s possible to transcend the problem of power inequality and not just patch it up. We can reinvent the basic structures and practices of organizations to make everyone powerful and no one powerless.</p> <p class="p3"> <b>MISPERCEPTION 4: IT&rsquo;S STILL EXPERIMENTAL</b></p> <p class="p3"> Another common misconception is that Self-Management might still be an experimental form of management. That is no longer true: Self-Management has proven its worth time and again,&nbsp; on both small and large scales and in various types of industry. W. L. Gore, a chemical manufacturing company best known for its Gore-Tex fabrics, has been operating on self-organizing principles since its founding in the late 1950s. Whole Foods, with its 60,000 employees and $9 billion in revenue, operates its more than 300 stores with self-governing units (the rest of the organization has more traditional hierarchical structures). Each store consists of roughly eight self-managing units, such as produce, seafood, and check-out (central services are run with a traditional, albeit empowered hierarchy).</p> <p class="p3"> The Orpheus Chamber Orchestra has operated since its founding in 1972 on entirely self-managing principles. The orchestra, with residence in New York&rsquo;s Carnegie Hall, has earned rave reviews and is widely regarded as one of the world&rsquo;s great orchestras. It operates without a conductor. Musicians from the orchestra make all artistic decisions, from choosing the repertoire to deciding how a piece ought to be played. They decide who to recruit, where to play, and with whom to collaborate.</p> <p class="p3"> Virtual and volunteer-driven organizations practice Self-Management on staggering scales. In 2012, Wikipedia had 100,000 active contributors. It is estimated that around the same number?100,000 people?have contributed to Linux. If these numbers sound large, they are dwarfed by other volunteer organizations. Alcoholics Anonymous currently has 1.8 million members participating in over 100,000 groups worldwide?each of them operating entirely on self-managing principles, structures, and practices.</p> <p class="p3"> I believe it is because we have grown up with traditional hierarchical organizations that we find it so hard to get our heads around Self-Management. Young people, on the other hand, who have grown up with the Web (variously referred to as Millennials, Generation Y) &ldquo;get&rdquo; self-management instinctively. On the web, management writer Gary Hamel notes:</p> <ul class="ul1"> <li class="li3"> <i>No one can kill a good idea</i></li> <li class="li3"> <i>Everyone can pitch in</i></li> <li class="li3"> <i>Anyone can lead</i></li> <li class="li3"> <i>No one can dictate</i></li> <li class="li3"> <i>You get to choose your cause</i></li> <li class="li3"> <i>You can easily build on top of what others have done</i></li> <li class="li3"> <i>You don&rsquo;t have to put up with bullies and tyrants</i></li> <li class="li3"> <i>Agitators don&rsquo;t get marginalized</i></li> <li class="li3"> <i>Excellence usually wins (and mediocrity doesn&rsquo;t)</i></li> <li class="li3"> <i>Passion-killing policies get reversed</i></li> <li class="li3"> <i>Great contributions get recognized and celebrated</i></li> </ul> <p class="p3"> Many organizational leaders and human resource managers complain that Millennials are hard to manage. Indeed, this generation has grown up in the disruptive world of the Internet, where people&rsquo;s influence is based on contribution and reputation, not position. Why would they want to put up with anything other than self-management in the workplace? Why would anyone else, for that matter?</p> <p class="p3"> &nbsp;</p> <p class="p3"> <b>FIVE CRUCIAL COMPETENCIES OF SELF-MANAGEMENT</b></p> <p class="p4"> <span class="s2">Content is from:&nbsp;<a href="http://www.self-managementinstitute.org/five-crucial-competencies-of-self-management"><span class="s3">http://www.self-managementinstitute.org/five-crucial-competencies-of-self-management</span></a></span></p> <p class="p3"> April 17, 2014</p> <p class="p3"> By Doug Kirkpatrick</p> <p class="p3"> While there are many competencies that enable effective self-management (excellent communication skills, solid teamwork, good judgment), there are many other, less obvious competencies that impact one&rsquo;s ability to navigate and perform at a high level in a self-managed ecosystem. Here are five candidates for consideration.</p> <p class="p3"> 1) Taking Initiative. This characteristic is expressly called for in the Morning Star Colleague Principles. It&rsquo;s very hard to deliver constructive feedback to colleagues or cause positive change in processes without a willingness to take the initiative to do so. Taking initiative includes the willingness and ability to speak up when necessary.</p> <p class="p3"> 2) Tolerance for Ambiguity. Self-management can be messy as new colleagues meet new people, engage with new processes, and learn a new way of working. Negotiating a Colleague Letter of Understanding (CLOU) that clearly communicates one&rsquo;s mission, process stewardships and performance metrics with affected stakeholders takes time and effort. Choices must be made regarding what requests to make of other colleagues and the timing and scope of those requests. Self-management is never as clear-cut as just going up to the boss with a comment or complaint.</p> <p class="p3"> 3) Consciousness. It takes real effort to locate the energy needed to pursue one&rsquo;s personal commercial mission consistently, every day. It is akin to the energy that entrepreneurs use to create entirely new enterprises out of ideas. Consciousness gives rise to awareness and presence, and is the source of confidence in one&rsquo;s ability to get things done&mdash;even in the face of adversity. Awareness goes right to the heart of the Morning Star Colleague Principles&mdash;understanding one&rsquo;s Rings of Responsibility requires a clear scope of awareness, especially in the primary ring.</p> <p class="p3"> 4) Contribution Mindset. Peter Drucker talked about a contribution mindset in his 1966 book, The Effective Executive. A half-century later, that mindset applies to everyone who wants to be an effective self-manager in a self-managed enterprise. This competency is referenced in the Morning Star Colleague Principles, which create an affirmative obligation for individuals to share relevant information with colleagues even when not expressly requested.</p> <p class="p3"> 5) Low Power Distance Sensitivity. Power distance refers to the concept of deferring to individuals perceived to have more power than oneself. In a self-managed environment (where collaboration is highly valued), there is an unofficial hierarchy of credibility, which springs from experience, trust, communication, and a host of other factors. This is not the same thing as a hierarchy of power based on command authority or control of others. Effective self-managers will find ways to express themselves to anyone in the organization, and will listen to anyone and everyone who wishes to talk with them. To cut off colleagues based on perceived status is to cut off information, the lifeblood of a self-managed organization. Communication is everything.</p> <p class="p2"> More information about the above from the author is in this video:&nbsp;</p> <p class="p5"> <span class="s2">&nbsp;&nbsp;<span class="s4"><a href="https://www.youtube.com/watch?v=Ej4n3w4kMa4">https://www.youtube.com/watch?v=Ej4n3w4kMa4</a></span></span></p> <p class="p2"> From Tony:</p> <p class="p3"> I was on a Skype call with Frederic Laloux, the author of&nbsp;<i>Reinventing Organizations</i>. During our call, he said that as we move towards a Teal, no-manager organization, there are two really important things that we should make sure we have in place to make sure employees still perform and are still accountable to the organization even though there are no more managers.</p> <p class="p3"> First, in the human body, there are antibodies that get activated when there&#39;s a virus or disease. We need to make sure we have the same thing in our organization. We need to figure out what the antibodies are for when a small number employees take advantage of the freedom gained from being in a no-manager organization, or else it will demoralize the other employees. He said that in general, research has shown that peer-pressure based systems work the best. For certain types of job functions where there are easy metrics to measure performance, a public leaderboard ranking will naturally create peer pressure&nbsp;by showing which teams are performing and which aren&#39;t. For other types of job functions where metrics are more difficult to come by, regular peer-based presentations have been shown to be really effective, where each team presents to the other teams (once a quarter) what they are working on and why it is adding value to the company, and that will create a natural peer pressure. He suggested simply asking employees for their ideas on how to create the peer pressure and to give them the antibody analogy/framework and encourage employees to figure out the antibody systems themselves rather than try to design it from the top down.</p> <p class="p3"> Second, as we move towards self-management and self-organization, we need to have a clear process for conflict resolution. There&#39;s already a clear system described in the book (meet 1-1, and if that doesn&rsquo;t work escalate to peer council, and if that doesn&#39;t work then escalate to the CEO), which seems like an easy starting point that we can adjust as we learn what works and doesn&#39;t work. However, conflict resolution starts with the expectation that employees are responsible for taking the first step and having a 1:1 conversation with whomever they are having a conflict with (instead of going to their manager for example). He said the most important thing is the need to have a strong conflict resolution process clearly communicated and clearly understood by everyone so employees know what to do.</p> <p class="p2"> As previously stated, self-management and self-organization is not for everyone, and not everyone will necessarily want to move forward in the direction of the Best Customers Strategy and the strategy statements that were recently rolled out.&nbsp;Therefore, there will be a special version of &ldquo;the offer&rdquo; on a company-wide scale, in which each employee will be offered at least 3 months severance (and up to 3 months of COBRA reimbursement for benefits)&nbsp;if he/she feels that self-management, self-organization, and our Best Customers Strategy and strategy statements as published in Glass Frog are not the right fit. (For employees that have been with Zappos for 4 or more years, the offer will be 1 month for every year worked at Zappos, along with up to 3 months of COBRA reimbursement for benefits.)&nbsp;</p> <p class="p2"> To qualify for the offer, you must:</p> <p class="p2"> - Be an employee in good standing</p> <p class="p5"> <span class="s2">- Watch&nbsp;<a href="https://www.youtube.com/watch?v=gcS04BI2sbk"><span class="s4">video of talk by the author of Reinventing Organizations</span></a>&nbsp;-&nbsp;<a href="https://www.youtube.com/watch?v=gcS04BI2sbk"><span class="s4">https://www.youtube.com/watch?v=gcS04BI2sbk</span></a></span></p> <p class="p2"> - Read&nbsp;Reinventing Organizations by 4/15/15 (here is a&nbsp;<a href="http://www.reinventingorganizations.com/2app05d0wn10a9.html"><span class="s5">private link for Zappos employees only to download a digital copy</span></a>) or email a statement of non-intention to read to Arun and Hollie</p> <p class="p2"> - Give notice of your intention to leave anytime during the month of April 2015 if you intend to take the offer (exact last day of work TBD)</p> <p class="p2"> - Ensure a smooth transition of your prior responsibilities and accountabilities (as approved by Arun -&nbsp;please note that if you are working on a&nbsp;critical project, a longer transition time might be required)</p> <p class="p2"> Arun, Fred, Hollie, and I will be doing Q&amp;A town hall sessions about our strategy statements and our new direction on Wednesday, 3/25/15, at 12 PM-12:30 PM, 1-1:30 PM, 2-2:30 PM, and 3-3:30 PM in the Council Chambers. Please attend any of these four town halls if you have any additional questions.</p> <p class="p2"> We won&#39;t have all the answers to everything, and there are still plenty of important things for all of us to figure out together, including answers to the questions below (please email me any suggestions or if you&rsquo;d like to be involved in helping figure out any of the areas below):</p> <p class="p2"> - What&rsquo;s the right method for implementing the advice process as described in&nbsp;<i>Reinventing Organizations</i>?</p> <p class="p2"> - How is the contribution of each employee assessed and what are the&nbsp;compensation framework/processes in this new world of no managers?</p> <p class="p2"> - What is not currently captured in Glass Frog that we should make sure is captured?</p> <p class="p2"> - Should we update our purpose statement, and if so, what should our new purpose statement be?</p> <p class="p2"> - In light of these changes, should we delay and/or modify the next zPrize competition? (Prize-based competition is an example of another tool that can help accelerate self-organization.)</p> <p class="p2"> - What are the peer-pressure &ldquo;antibody&rdquo; systems we want to implement for the different types of job functions?</p> <p class="p2"> - What is the right conflict-resolution set of processes for Zappos?</p> <p class="p2"> - How do we support employee development and growth as a Teal organization?</p> <p class="p2"> - How do we ensure that we continue to meet our financial and Super Cloud commitments to Amazon for 2015 and beyond?</p> <p class="p2"> While I hope that there will be a lot of reflection around this email and our upcoming changes, we will still need to continue to execute on our Best Customers&nbsp;Strategy and honor our financial and Super Cloud commitments for 2015 and beyond. We still need to execute, so it will feel somewhat like trying to upgrade an airplane while we&rsquo;re still flying in the air.</p> <p class="p2"> This is a new, exciting, and bold move for Zappos. Like all the bold steps we&rsquo;ve done in the past, it feels a little scary, but it also feels like exactly the type of thing that only a company such as Zappos would dare to attempt at this scale. With our core values and culture as the foundation for everything we do, I&#39;m personally excited about all the potential creativity and energy of our employees that are just waiting for the right environment and structure to be unlocked and unleashed.</p> <p class="p2"> I can&rsquo;t wait to see how we reinvent ourselves, and&nbsp;I can&rsquo;t wait to see what unfolds next.</p> <p class="p2"> -Tony</p> <div class="row" style="padding: 15px;"> <h2> Get Zappos Insights newsletters straight to your inbox!</h2> <div class="col-md-12" style="background-color: #F5F5F5; color: #222; padding: 25px; border: 1px solid #DBDCDE "> <form accept-charset="UTF-8" action="https://zapposinsights.infusionsoft.com/app/form/process/ad6da8b221a3abfd415c968f6f58bafb" class="infusion-form" method="POST"> <input name="inf_form_xid" type="hidden" value="ad6da8b221a3abfd415c968f6f58bafb" /> <input name="inf_form_name" type="hidden" value="Sign up for newsletter" /> <input name="infusionsoft_version" type="hidden" value="1.41.0.42" /> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_FirstName" name="inf_field_FirstName" placeholder="First Name" type="text" /></div> <div class="infusion-field col-md-5"> <input class="infusion-field-input-container form-control" id="inf_field_Email" name="inf_field_Email" placeholder="Email Address" type="text" /></div> <div class="infusion-submit col-md-2"> <input class="btn btn-success" type="submit" value="Submit" /></div> </form> <script type="text/javascript" src="https://zapposinsights.infusionsoft.com/app/webTracking/getTrackingCode?trackingId=e8b2378adcd750ec577b846046b8164d"></script> </div> </div> </div> Thu, 09 Apr 2015 04:36:09 GMT http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh