Zappos Insights https://www.zapposinsights.com/ Zappos Insights Fri, 26 Aug 2016 08:29:50 GMT Pursue Growth & Learning Series - Article Takeaways: “Adapting Change to Fit Complexity” https://www.zapposinsights.com/blog/item/pursue-growth-learning-series-article-takeaways-adapting-change-to-fit-complexity <p class="date"> 06/23/2016 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 06/23/2016 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="//ws.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="//ws.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> Below are key learnings from the article &lsquo;Adapting Change to Fit Complexity&rsquo;, written by Dawna Jones, published on the Huffington Post.</p> </div><div class="summary"> <p> Below are key learnings from the article &lsquo;Adapting Change to Fit Complexity&rsquo;, written by Dawna Jones, published on the Huffington Post.</p> </div> <div class="html clearfix clear"> <div style="font-family:'Helvetica Neue';font-size:14px;"> <div> <div style="color: rgb(0, 0, 0);"> <div> <div style="margin: 0px; padding: 0px; border: 0px; line-height: 20px; font-family: Helvetica, Arial, 'Droid Sans', sans-serif;"> <div style="margin: 0px; padding: 0px; border: 0px;"> <a href="http://www.huffingtonpost.com/great-work-cultures/adapting-change-to-fit-co_b_9549070.html" shape="rect" style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em; word-break: break-all; color: rgb(4, 122, 198);" target="_blank">http://www.huffingtonpost.com/great-work-cultures/adapting-change-to-fit-co_b_9549070.html</a></div> <div style="margin: 0px; padding: 0px; border: 0px;"> &nbsp;</div> <div style="margin: 0px; padding: 0px; border: 0px;"> What if decision makers instigating change are seeing the inherent nature of companies all wrong?</div> <div style="margin: 0px; padding: 0px; border: 0px;"> &nbsp;</div> <div style="margin: 0px; padding: 0px; border: 0px;"> The Traditional View - Assume the Company is a Machine</div> <div style="margin: 0px; padding: 0px; border: 0px;"> &nbsp;</div> <ul style="margin: 0.2857em 0px 0.714285em 2em; padding: 0px; border: 0px; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Change initiatives make the mistake of fixing the parts, while neglecting to witness the effect on the entire interaction</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Business is typically about rationale, so assumption is that change happens using mental intellect</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Mistake to think that if you fix what is showing on the surface, the whole system will respond predictably</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Typical strategy is to get buy-in and then push change forward but it can create the resistance you are trying to avoid</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Assumptions and consequences of these assumptions in traditional view <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Change is controllable. Outcome engineered <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> result: incremental results</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Thinking how we always have will create system-wide change <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> result: emotions and relationships ignored, negative impact</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Focus on problem solving will solve more problems <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> result: Whatever you focus on expands. Focusing on problem solving expands the number of problems to be solved. Attention is given to the negative. Eventually, an addiction to crisis can result which increases risk of missing opportunities.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Innovation happens with linear/predictable thinking <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> result: Creativity is limited to mavericks</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> People resist change so telling and selling required <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> result:&nbsp;Resistance to change is created by not attending to fundamental human values. Will I be safe? Will my basic human needs for belonging and emotional and social security be covered? How will this change affect my personal life?</li> </ul> </li> </ul> </li> </ul> <div style="margin: 0px; padding: 0px; border: 0px;"> The Living System View - Complex Communities Propelled by Networks of Relationships</div> <div style="margin: 0px; padding: 0px; border: 0px;"> &nbsp;</div> <ul style="margin: 0.2857em 0px 0.714285em 2em; padding: 0px; border: 0px; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Looks at the whole, not parts</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Must understand interaction between formal designed structure along with it&#39;s informal networks that get work done</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Social/emotional data is critical&nbsp;</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Zappos example of introducing Holacracy <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Holacracy is a formal system/structure</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> If it was introduced without consideration of our informal networks, it would confine instead of liberating creative potential. Would feel like moving through molasses <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> <em style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;">I actually think we missed on this - didn&#39;t consider our culture, people, emotions enough</em></li> </ul> </li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> How to change living systems? <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Use a broad perspective without sacrificing details</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Details provide cues to what is emerging next</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Requires a much more advanced awareness and skill set</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Analytical thinking is fine, just not applied to every single situation</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Vitality of a company, ability to flex, learn and be creative is rooted in informal, fluid networks connected by meaning</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> One person coming in or leaving can change the character of the network <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> <em style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;">Interesting thought from a recruiting perspective and from not moving fast enough to term</em></li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> &quot;A machine can be controlled. A living system can only be disturbed.&quot;</li> </ul> </li> </ul> <div style="margin: 0px; padding: 0px; border: 0px;"> How to tickle the system for quantum speed</div> <div style="margin: 0px; padding: 0px; border: 0px;"> &nbsp;</div> <ul style="margin: 0.2857em 0px 0.714285em 2em; padding: 0px; border: 0px; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Looking at change implementation from understanding of complex living system means stepping out of the mind, into the heart</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Companies that ignore the power of caring, belonging, and inspiration to performance, they will never adapt fast enough</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Engage with what matters to people, what you are collectively committed to achieving - then change will happen faster and easier</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Core elements to doing this <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Vision - visionary leader at the helm</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Message - autonomy and freedom to exercise creative imitative without fear of retribution is force behind innovation and lasting change</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Creativity - comfort with uncertainty and commitment to learning <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Can use methods of dialogue, story, appreciative inquiry, trust building convos, play, outdoor experiential learning.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Also have to learn how to access the wisdom beyond intellect - discover this thru heightened awareness</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Learning - experiment, failing is ok, mind open and attentively focused</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Self-Collective transformation - more conscious and courageous leader to let go of the old - leader as integrator not controller</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Mindfulness before action - &nbsp;non-judgementally receive and accept information without feeling need to control it or bend it to your existing framework</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Effecting change in a complex living system is inspired not driven</li> <li> &nbsp;</li> </ul> </div> </div> </div> </div> </div> </div> <div class="html clearfix clear"> <div style="font-family:'Helvetica Neue';font-size:14px;"> <div> <div style="color: rgb(0, 0, 0);"> <div> <div style="margin: 0px; padding: 0px; border: 0px; line-height: 20px; font-family: Helvetica, Arial, 'Droid Sans', sans-serif;"> <div style="margin: 0px; padding: 0px; border: 0px;"> <a href="http://www.huffingtonpost.com/great-work-cultures/adapting-change-to-fit-co_b_9549070.html" shape="rect" style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em; word-break: break-all; color: rgb(4, 122, 198);" target="_blank">http://www.huffingtonpost.com/great-work-cultures/adapting-change-to-fit-co_b_9549070.html</a></div> <div style="margin: 0px; padding: 0px; border: 0px;"> &nbsp;</div> <div style="margin: 0px; padding: 0px; border: 0px;"> What if decision makers instigating change are seeing the inherent nature of companies all wrong?</div> <div style="margin: 0px; padding: 0px; border: 0px;"> &nbsp;</div> <div style="margin: 0px; padding: 0px; border: 0px;"> The Traditional View - Assume the Company is a Machine</div> <div style="margin: 0px; padding: 0px; border: 0px;"> &nbsp;</div> <ul style="margin: 0.2857em 0px 0.714285em 2em; padding: 0px; border: 0px; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Change initiatives make the mistake of fixing the parts, while neglecting to witness the effect on the entire interaction</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Business is typically about rationale, so assumption is that change happens using mental intellect</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Mistake to think that if you fix what is showing on the surface, the whole system will respond predictably</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Typical strategy is to get buy-in and then push change forward but it can create the resistance you are trying to avoid</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Assumptions and consequences of these assumptions in traditional view <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Change is controllable. Outcome engineered <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> result: incremental results</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Thinking how we always have will create system-wide change <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> result: emotions and relationships ignored, negative impact</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Focus on problem solving will solve more problems <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> result: Whatever you focus on expands. Focusing on problem solving expands the number of problems to be solved. Attention is given to the negative. Eventually, an addiction to crisis can result which increases risk of missing opportunities.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Innovation happens with linear/predictable thinking <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> result: Creativity is limited to mavericks</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> People resist change so telling and selling required <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> result:&nbsp;Resistance to change is created by not attending to fundamental human values. Will I be safe? Will my basic human needs for belonging and emotional and social security be covered? How will this change affect my personal life?</li> </ul> </li> </ul> </li> </ul> <div style="margin: 0px; padding: 0px; border: 0px;"> The Living System View - Complex Communities Propelled by Networks of Relationships</div> <div style="margin: 0px; padding: 0px; border: 0px;"> &nbsp;</div> <ul style="margin: 0.2857em 0px 0.714285em 2em; padding: 0px; border: 0px; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Looks at the whole, not parts</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Must understand interaction between formal designed structure along with it&#39;s informal networks that get work done</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Social/emotional data is critical&nbsp;</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Zappos example of introducing Holacracy <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Holacracy is a formal system/structure</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> If it was introduced without consideration of our informal networks, it would confine instead of liberating creative potential. Would feel like moving through molasses <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> <em style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;">I actually think we missed on this - didn&#39;t consider our culture, people, emotions enough</em></li> </ul> </li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> How to change living systems? <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Use a broad perspective without sacrificing details</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Details provide cues to what is emerging next</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Requires a much more advanced awareness and skill set</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Analytical thinking is fine, just not applied to every single situation</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Vitality of a company, ability to flex, learn and be creative is rooted in informal, fluid networks connected by meaning</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> One person coming in or leaving can change the character of the network <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> <em style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;">Interesting thought from a recruiting perspective and from not moving fast enough to term</em></li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> &quot;A machine can be controlled. A living system can only be disturbed.&quot;</li> </ul> </li> </ul> <div style="margin: 0px; padding: 0px; border: 0px;"> How to tickle the system for quantum speed</div> <div style="margin: 0px; padding: 0px; border: 0px;"> &nbsp;</div> <ul style="margin: 0.2857em 0px 0.714285em 2em; padding: 0px; border: 0px; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Looking at change implementation from understanding of complex living system means stepping out of the mind, into the heart</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Companies that ignore the power of caring, belonging, and inspiration to performance, they will never adapt fast enough</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Engage with what matters to people, what you are collectively committed to achieving - then change will happen faster and easier</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Core elements to doing this <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Vision - visionary leader at the helm</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Message - autonomy and freedom to exercise creative imitative without fear of retribution is force behind innovation and lasting change</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Creativity - comfort with uncertainty and commitment to learning <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Can use methods of dialogue, story, appreciative inquiry, trust building convos, play, outdoor experiential learning.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Also have to learn how to access the wisdom beyond intellect - discover this thru heightened awareness</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Learning - experiment, failing is ok, mind open and attentively focused</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Self-Collective transformation - more conscious and courageous leader to let go of the old - leader as integrator not controller</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Mindfulness before action - &nbsp;non-judgementally receive and accept information without feeling need to control it or bend it to your existing framework</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Effecting change in a complex living system is inspired not driven</li> <li> &nbsp;</li> </ul> </div> </div> </div> </div> </div> </div> Fri, 24 Jun 2016 04:48:44 GMT https://www.zapposinsights.com/blog/item/pursue-growth-learning-series-article-takeaways-adapting-change-to-fit-complexity Pursue Growth & Learning Series - Article Takeaways: “Culture is Not the Culprit” https://www.zapposinsights.com/blog/item/article-key-learnings-culture-is-not-the-culprit <p class="date"> 05/05/2016 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 05/05/2016 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="//ws.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="//ws.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> Below are key learnings from the article&nbsp;<a href="https://hbr.org/2016/04/culture-is-not-the-culprit" target="_blank">&lsquo;Culture is not the Culprit&rsquo;</a>, written by Jay W. Lorsch and Emily McTague, published in the April 2016 issue of Harvard Business review.&nbsp;</p> </div><div class="summary"> <p> Below are key learnings from the article&nbsp;<a href="https://hbr.org/2016/04/culture-is-not-the-culprit" target="_blank">&lsquo;Culture is not the Culprit&rsquo;</a>, written by Jay W. Lorsch and Emily McTague, published in the April 2016 issue of Harvard Business review.&nbsp;</p> </div> <div class="html clearfix clear"> <style type="text/css"> #culture, #culture li, #culture ul{ font-size: 1.0em; }</style> <div id="culture"> <div> <ul style="margin: 0.2857em 0px 0.714285em 2em; padding: 0px; border: 0px; line-height: 20px; list-style-position: outside; color: rgb(0, 0, 0); font-family: Helvetica, Arial, 'Droid Sans', sans-serif; font-size: 14px;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Cultural reform has been proposed as the solution to many things wrong in corporations.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> All eyes are on culture as the cause and the cure.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Corporate leaders interviewed&mdash;current and former CEOs who have successfully led major transformations&mdash;say that culture isn&rsquo;t something you &ldquo;fix.&rdquo;</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Cultural change is what you get after you&rsquo;ve put new processes or structures in place to tackle tough business challenges like reworking an outdated strategy or business model.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> The culture evolves as you do that important work.</li> </ul> <ul style="margin: 0.2857em 0px 0.714285em 2em; padding: 0px; border: 0px; line-height: 20px; list-style-position: outside; color: rgb(0, 0, 0); font-family: Helvetica, Arial, 'Droid Sans', sans-serif; font-size: 14px;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> It makes intuitive sense to look at culture as an outcome&mdash;not a cause or a fix. Organizations are complex systems with many ripple effects</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> When the leaders used tools such as decision rights, performance measurement, and reward systems to address their particular business challenges, organizational culture evolved in interesting ways as a result, reinforcing<br clear="none" /> the new direction.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Culture isn&rsquo;t a final destination. It morphs right along with the company&rsquo;s competitive environment and objectives. It&rsquo;s really<br clear="none" /> more of a temporary landing place&mdash;where the organization should be at that moment, if the right management levers have been pulled.</li> </ul> <div style="margin: 0px; padding: 0px; border: 0px; line-height: 20px; font-family: Helvetica, Arial, 'Droid Sans', sans-serif; font-size: 14px; color: rgb(0, 0, 0);"> <span style="line-height: 1.42857em; font-size: 18px;"><strong style="line-height: 1.42857em;">Case studies</strong></span></div> <ul style="margin: 0.2857em 0px 0.714285em 2em; padding: 0px; border: 0px; line-height: 20px; list-style-position: outside; color: rgb(0, 0, 0); font-family: Helvetica, Arial, 'Droid Sans', sans-serif; font-size: 14px;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Ecolab <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Problem: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Lots of mergers and acquisitions hurting company&#39;s strength of being customer-centric.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> More silos and leaders spending less and less time close to customer and the front-line staff that was close to the customer.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Solution: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Push more decision making to front-line staff after carefully training employees closest to customer.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Managers eventually let go and trusted employees.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Used meritocracy to motivate employees to carry out business goals. <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Advancement/rewards/public praise used to signal kind of behavior that was valued.</li> </ul> </li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> End result: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Culture of autonomy and strong focus on customer.</li> </ul> </li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Delta <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Problem: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Delta took over Northwest airlines while coming out of bankruptcy protection and during downturn in air travel - also not a merger, it was a pure takeover, doing things Delta&#39;s way - also Northwest highly unionized and out of touch with employee needs as used to using a go between.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Solution: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Delegation and empowerment of people around the top leader.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Build strong relationships with employees - learn how to satisfy and motivate both on the job and personally <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Offered best training, flex schedules, best airplanes and good crew hotels.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Good pay and benefits - 10% of earnings for company wide bonuses.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Didn&#39;t group all employee needs together. Ex: Ground staff in NE getting planes out during blizzard have diff needs.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> No nepotism rule - want loyalty and generations of employees who get the company.</li> </ul> </li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> End result: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Management showed cares about people and fed into culture of trust.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Largely got rid of union by employee vote.</li> </ul> </li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Ford <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Problem: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Brink of bankruptcy and lost 25% of market share .</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Management not working collaboratively - too aggressive and cutthroat.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Solution: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Regular meetings where several levels of execs shared updates on their units. <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Met daily when at peak of crisis.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Asked leaders to use color coded system (red/yellow/green) to assess overall company performance and their initiatives. It was quick and had a holistic view. <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> At first it was all green as leaders afraid to show vulnerability to which CEO would push, &quot;we lost billions last year and you are telling me there are no problems?&quot;</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Eventually a few brave leaders began speaking up and he praised them for their transparency.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Fostered personal accountability when managers had to explain problems and headway.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Launched &quot;One Ford&quot; to break up silos and give global view - added global heads of each major area.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> End result: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Leaders realized being more collaborative and honest allowed them to work together and find solutions faster.</li> </ul> </li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Novartis pharmaceuticals <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Problem: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Merger of 2 competing pharmaceutical companies to create this.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Moved from prescription drug based to diversified portfolio of health care products which was much more complex.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Solution: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Lead the change with a clear purpose at the top.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Set clear vision and objectives.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Set clear expectations for employees. <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Must be flexible, accountable and act in the customers&#39; interests.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Set clear metrics for gauging performance and ensuring quality across all areas. <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Good performance management system would help keep employees focused on the right things.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Make it clear what won&#39;t be tolerated. <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Bribing, bad stories internally.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Since collaboration and alignment can&#39;t be forced, decentralize decision making to empower people to do what&#39;s best for their areas. <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Let&#39;s teams move faster and think/act more creatively.</li> </ul> </li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> End Result: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Employees became much more customer-centric and performance-minded.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> CEO realized that with each org change made, company&#39;s culture was starting to match the vision he&#39;d outlined early on.</li> </ul> </li> </ul> </li> </ul> </div> </div> </div> <div class="html clearfix clear"> <style type="text/css"> #culture, #culture li, #culture ul{ font-size: 1.0em; }</style> <div id="culture"> <div> <ul style="margin: 0.2857em 0px 0.714285em 2em; padding: 0px; border: 0px; line-height: 20px; list-style-position: outside; color: rgb(0, 0, 0); font-family: Helvetica, Arial, 'Droid Sans', sans-serif; font-size: 14px;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Cultural reform has been proposed as the solution to many things wrong in corporations.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> All eyes are on culture as the cause and the cure.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Corporate leaders interviewed&mdash;current and former CEOs who have successfully led major transformations&mdash;say that culture isn&rsquo;t something you &ldquo;fix.&rdquo;</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Cultural change is what you get after you&rsquo;ve put new processes or structures in place to tackle tough business challenges like reworking an outdated strategy or business model.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> The culture evolves as you do that important work.</li> </ul> <ul style="margin: 0.2857em 0px 0.714285em 2em; padding: 0px; border: 0px; line-height: 20px; list-style-position: outside; color: rgb(0, 0, 0); font-family: Helvetica, Arial, 'Droid Sans', sans-serif; font-size: 14px;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> It makes intuitive sense to look at culture as an outcome&mdash;not a cause or a fix. Organizations are complex systems with many ripple effects</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> When the leaders used tools such as decision rights, performance measurement, and reward systems to address their particular business challenges, organizational culture evolved in interesting ways as a result, reinforcing<br clear="none" /> the new direction.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Culture isn&rsquo;t a final destination. It morphs right along with the company&rsquo;s competitive environment and objectives. It&rsquo;s really<br clear="none" /> more of a temporary landing place&mdash;where the organization should be at that moment, if the right management levers have been pulled.</li> </ul> <div style="margin: 0px; padding: 0px; border: 0px; line-height: 20px; font-family: Helvetica, Arial, 'Droid Sans', sans-serif; font-size: 14px; color: rgb(0, 0, 0);"> <span style="line-height: 1.42857em; font-size: 18px;"><strong style="line-height: 1.42857em;">Case studies</strong></span></div> <ul style="margin: 0.2857em 0px 0.714285em 2em; padding: 0px; border: 0px; line-height: 20px; list-style-position: outside; color: rgb(0, 0, 0); font-family: Helvetica, Arial, 'Droid Sans', sans-serif; font-size: 14px;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Ecolab <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Problem: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Lots of mergers and acquisitions hurting company&#39;s strength of being customer-centric.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> More silos and leaders spending less and less time close to customer and the front-line staff that was close to the customer.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Solution: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Push more decision making to front-line staff after carefully training employees closest to customer.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Managers eventually let go and trusted employees.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Used meritocracy to motivate employees to carry out business goals. <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Advancement/rewards/public praise used to signal kind of behavior that was valued.</li> </ul> </li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> End result: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Culture of autonomy and strong focus on customer.</li> </ul> </li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Delta <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Problem: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Delta took over Northwest airlines while coming out of bankruptcy protection and during downturn in air travel - also not a merger, it was a pure takeover, doing things Delta&#39;s way - also Northwest highly unionized and out of touch with employee needs as used to using a go between.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Solution: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Delegation and empowerment of people around the top leader.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Build strong relationships with employees - learn how to satisfy and motivate both on the job and personally <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Offered best training, flex schedules, best airplanes and good crew hotels.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Good pay and benefits - 10% of earnings for company wide bonuses.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Didn&#39;t group all employee needs together. Ex: Ground staff in NE getting planes out during blizzard have diff needs.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> No nepotism rule - want loyalty and generations of employees who get the company.</li> </ul> </li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> End result: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Management showed cares about people and fed into culture of trust.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Largely got rid of union by employee vote.</li> </ul> </li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Ford <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Problem: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Brink of bankruptcy and lost 25% of market share .</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Management not working collaboratively - too aggressive and cutthroat.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Solution: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Regular meetings where several levels of execs shared updates on their units. <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Met daily when at peak of crisis.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Asked leaders to use color coded system (red/yellow/green) to assess overall company performance and their initiatives. It was quick and had a holistic view. <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> At first it was all green as leaders afraid to show vulnerability to which CEO would push, &quot;we lost billions last year and you are telling me there are no problems?&quot;</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Eventually a few brave leaders began speaking up and he praised them for their transparency.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Fostered personal accountability when managers had to explain problems and headway.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Launched &quot;One Ford&quot; to break up silos and give global view - added global heads of each major area.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> End result: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Leaders realized being more collaborative and honest allowed them to work together and find solutions faster.</li> </ul> </li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Novartis pharmaceuticals <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Problem: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Merger of 2 competing pharmaceutical companies to create this.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Moved from prescription drug based to diversified portfolio of health care products which was much more complex.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Solution: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Lead the change with a clear purpose at the top.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Set clear vision and objectives.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Set clear expectations for employees. <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Must be flexible, accountable and act in the customers&#39; interests.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Set clear metrics for gauging performance and ensuring quality across all areas. <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Good performance management system would help keep employees focused on the right things.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Make it clear what won&#39;t be tolerated. <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Bribing, bad stories internally.</li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Since collaboration and alignment can&#39;t be forced, decentralize decision making to empower people to do what&#39;s best for their areas. <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Let&#39;s teams move faster and think/act more creatively.</li> </ul> </li> </ul> </li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> End Result: <ul style="margin: 0px 0px 0px 2em; padding: 0px; border: 0px; line-height: 1.42857em; list-style-position: outside;"> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> Employees became much more customer-centric and performance-minded.</li> <li style="margin: 0px; padding: 0px; border: 0px; line-height: 1.42857em;"> CEO realized that with each org change made, company&#39;s culture was starting to match the vision he&#39;d outlined early on.</li> </ul> </li> </ul> </li> </ul> </div> </div> </div> Fri, 06 May 2016 03:40:26 GMT https://www.zapposinsights.com/blog/item/article-key-learnings-culture-is-not-the-culprit Pursuing Growth & Learning. How Zappos does it and how we can help you, too. https://www.zapposinsights.com/blog/item/pursuing-growth-learning-how-zappos-does-it-and-how-we-can-help-you-too <p class="date"> 04/21/2016 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 04/21/2016 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="//ws.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="//ws.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;Pursue Growth and Learning&rdquo; is one of our 10 Core Values here at Zappos.com. We made the decision to frame our Core Values as actionable statements to help us all remember that the intent with Core Values should NOT just be to use them as a marketing tool or to hand them out to new hires on their first day. Nope, in order for Core Values to work, you&rsquo;ve got to LIVE and COMMIT to them.</p> </div><div class="summary"> <p> &ldquo;Pursue Growth and Learning&rdquo; is one of our 10 Core Values here at Zappos.com. We made the decision to frame our Core Values as actionable statements to help us all remember that the intent with Core Values should NOT just be to use them as a marketing tool or to hand them out to new hires on their first day. Nope, in order for Core Values to work, you&rsquo;ve got to LIVE and COMMIT to them.</p> </div> <div class="html clearfix clear"> <style type="text/css"> .quote{ padding-left: 50px; paddding-right: 50px; }</style> <p> <img alt="" src="https://www.zapposinsights.com/files/accounts/zappos/assets/images/CV5-learn-grow-scaled.png" style="width: 200px; height: 300px; float: right; margin: 15px;" /></p> <p> Beyond them being actionable, we also have our Core Values incorporated in our Zappos Oath of Employment, which all New Hires review and sign when they join the company. With each value, we have a few paragraphs from Tony Hsieh that explain what we mean by the value along with a few questions for each employee to ask themselves, to help guide them in living the value.</p> <p> Here&rsquo;s what Tony had to say about &ldquo;Pursue Growth &amp; Learning:&rdquo;</p> <div class="quote"> <p> <em>At Zappos, we think it&#39;s important for employees to grow both personally and professionally. It&#39;s important to constantly challenge and stretch yourself, and not be stuck in a job where you don&#39;t feel like you are growing or learning. We believe that inside every employee is more potential than even the employee himself/herself realizes. Our goal is to help employees unlock that potential. But it has to be a joint effort: You have to want to challenge and stretch yourself in order for it to happen.</em></p> <p> <em>If you&#39;ve been at Zappos for more than a few months, one thing is clear: Zappos is growing. We grow because we take on new challenges, and we face even more new challenges because we&#39;re growing. It&#39;s an endless cycle, and it&#39;s a good thing: it&#39;s the only way for a company to survive. But it can also at times feel risky, stressful, and confusing. Sometimes it may seem that new problems crop up as fast as we solve the old ones (sometimes faster!), but that just means that we&#39;re moving -- that we&#39;re getting better and stronger. Anyone who wants to compete with us has to learn the same things, so problems are just mile markers. Each one we pass means we&#39;ve gotten better. Yet no matter how much better we get, we&#39;ll always have hard work to do, we&#39;ll never be done, and we&#39;ll never &quot;get it right.&quot; That may seem negative, but it&#39;s not: we&#39;ll do our best to &quot;get it right,&quot; and then do it again when we find out that things have changed. That is the cycle of growth, and like it or not, that cycle won&#39;t stop. It&#39;s hard... but if we weren&#39;t doing something hard, then we&#39;d have no business. The only reason we aren&#39;t swamped by our competition is because what we do is hard, and we do it better than anyone else. If it ever gets too easy, start looking for a tidal wave of competition to wash us away.</em></p> <p> <em>It may seem sometimes like we don&#39;t know what we&#39;re doing. And it&#39;s true: we don&#39;t. &nbsp;That&#39;s a bit scary, but you can take comfort in knowing that nobody else knows how to do what we&#39;re doing either. If they did, they&#39;d be the web&#39;s most popular shoe store. Sure, people have done parts of what we do before, but what we&#39;ve learned over the years at Zappos is that the devil is in the details. And that&#39;s where we&#39;re breaking new ground. So there are no experts in what we&#39;re doing. Except for us: we are becoming experts as we do this. And for anyone we bring on board, the best expertise they can bring is expertise at learning and adapting and figuring new things out -- helping the company grow, and in the process they will also be growing themselves.</em></p> <p> <em>Ask yourself:</em></p> <p> <em>How do you grow personally? How do you grow professionally? Are you a better person today than you were yesterday? How do you get your fellow circle members to grow personally? How do you get your fellow circle members to grow professionally? How do you challenge and stretch yourself? &nbsp;Are you learning something every day? What is your vision for where you want to go? How do you get the company as a whole to grow? Are you doing everything you can to promote company growth, and at the same time are you helping others understand the growth? Do you understand the company purpose? Do you understand the purpose of your circle?</em></p> </div> <p> (It&rsquo;s interesting to note that though this document was written in 2006 when we launched our Core Values, it is just as central and meaningful to Zappos today.)</p> <p> Ok, so that&rsquo;s how we think about growth and learning at Zappos! Here&rsquo;s where we&rsquo;d like to maybe help you grow and learn too&hellip;</p> <p> Many interesting articles are emailed and shared around the Zappos campus. &nbsp;Some contain valuable information for our own personal development; others are focused on culture, business, or organizational structure. Bet you also get articles about your industry or business sent your way or subscribe to some great online publications to help you stay current and to grow and learn. Unfortunately, all too often, given the volume of many of our inboxes, these go unopened or are quickly skimmed and deleted to clear the way for the next wave of messages.&nbsp;</p> <p> While we can&rsquo;t clean out your inbox for you, we can and are creating a new blog series to highlight key learnings from some of our favorite articles making the rounds at Zappos in the hopes of saving you some time, maybe inspiring some action, and helping you in your pursuit of growth and learning. &nbsp;;)</p> <p> Stay tuned for our first post which will be coming out next week.</p> </div> <div class="html clearfix clear"> <style type="text/css"> .quote{ padding-left: 50px; paddding-right: 50px; }</style> <p> <img alt="" src="https://www.zapposinsights.com/files/accounts/zappos/assets/images/CV5-learn-grow-scaled.png" style="width: 200px; height: 300px; float: right; margin: 15px;" /></p> <p> Beyond them being actionable, we also have our Core Values incorporated in our Zappos Oath of Employment, which all New Hires review and sign when they join the company. With each value, we have a few paragraphs from Tony Hsieh that explain what we mean by the value along with a few questions for each employee to ask themselves, to help guide them in living the value.</p> <p> Here&rsquo;s what Tony had to say about &ldquo;Pursue Growth &amp; Learning:&rdquo;</p> <div class="quote"> <p> <em>At Zappos, we think it&#39;s important for employees to grow both personally and professionally. It&#39;s important to constantly challenge and stretch yourself, and not be stuck in a job where you don&#39;t feel like you are growing or learning. We believe that inside every employee is more potential than even the employee himself/herself realizes. Our goal is to help employees unlock that potential. But it has to be a joint effort: You have to want to challenge and stretch yourself in order for it to happen.</em></p> <p> <em>If you&#39;ve been at Zappos for more than a few months, one thing is clear: Zappos is growing. We grow because we take on new challenges, and we face even more new challenges because we&#39;re growing. It&#39;s an endless cycle, and it&#39;s a good thing: it&#39;s the only way for a company to survive. But it can also at times feel risky, stressful, and confusing. Sometimes it may seem that new problems crop up as fast as we solve the old ones (sometimes faster!), but that just means that we&#39;re moving -- that we&#39;re getting better and stronger. Anyone who wants to compete with us has to learn the same things, so problems are just mile markers. Each one we pass means we&#39;ve gotten better. Yet no matter how much better we get, we&#39;ll always have hard work to do, we&#39;ll never be done, and we&#39;ll never &quot;get it right.&quot; That may seem negative, but it&#39;s not: we&#39;ll do our best to &quot;get it right,&quot; and then do it again when we find out that things have changed. That is the cycle of growth, and like it or not, that cycle won&#39;t stop. It&#39;s hard... but if we weren&#39;t doing something hard, then we&#39;d have no business. The only reason we aren&#39;t swamped by our competition is because what we do is hard, and we do it better than anyone else. If it ever gets too easy, start looking for a tidal wave of competition to wash us away.</em></p> <p> <em>It may seem sometimes like we don&#39;t know what we&#39;re doing. And it&#39;s true: we don&#39;t. &nbsp;That&#39;s a bit scary, but you can take comfort in knowing that nobody else knows how to do what we&#39;re doing either. If they did, they&#39;d be the web&#39;s most popular shoe store. Sure, people have done parts of what we do before, but what we&#39;ve learned over the years at Zappos is that the devil is in the details. And that&#39;s where we&#39;re breaking new ground. So there are no experts in what we&#39;re doing. Except for us: we are becoming experts as we do this. And for anyone we bring on board, the best expertise they can bring is expertise at learning and adapting and figuring new things out -- helping the company grow, and in the process they will also be growing themselves.</em></p> <p> <em>Ask yourself:</em></p> <p> <em>How do you grow personally? How do you grow professionally? Are you a better person today than you were yesterday? How do you get your fellow circle members to grow personally? How do you get your fellow circle members to grow professionally? How do you challenge and stretch yourself? &nbsp;Are you learning something every day? What is your vision for where you want to go? How do you get the company as a whole to grow? Are you doing everything you can to promote company growth, and at the same time are you helping others understand the growth? Do you understand the company purpose? Do you understand the purpose of your circle?</em></p> </div> <p> (It&rsquo;s interesting to note that though this document was written in 2006 when we launched our Core Values, it is just as central and meaningful to Zappos today.)</p> <p> Ok, so that&rsquo;s how we think about growth and learning at Zappos! Here&rsquo;s where we&rsquo;d like to maybe help you grow and learn too&hellip;</p> <p> Many interesting articles are emailed and shared around the Zappos campus. &nbsp;Some contain valuable information for our own personal development; others are focused on culture, business, or organizational structure. Bet you also get articles about your industry or business sent your way or subscribe to some great online publications to help you stay current and to grow and learn. Unfortunately, all too often, given the volume of many of our inboxes, these go unopened or are quickly skimmed and deleted to clear the way for the next wave of messages.&nbsp;</p> <p> While we can&rsquo;t clean out your inbox for you, we can and are creating a new blog series to highlight key learnings from some of our favorite articles making the rounds at Zappos in the hopes of saving you some time, maybe inspiring some action, and helping you in your pursuit of growth and learning. &nbsp;;)</p> <p> Stay tuned for our first post which will be coming out next week.</p> </div> Fri, 22 Apr 2016 03:44:44 GMT https://www.zapposinsights.com/blog/item/pursuing-growth-learning-how-zappos-does-it-and-how-we-can-help-you-too Grief Sucks...Helping a coworker deal with loss https://www.zapposinsights.com/blog/item/grief-suckshelping-a-coworker-deal-with-loss <p class="date"> 01/13/2016 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 01/13/2016 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="//ws.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="//ws.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 li{ font-size: 1.7em; margin-left: 25px; list-style-type: disc; }</style> <p> The sad and sticky workplace scenario: a coworker is dealing with a personal loss and you are struggling with how best to help them. What do you do? Should you jump in and somehow show support or is the best approach to do and say nothing, for fear of doing the wrong thing? Perhaps they just &ldquo;need their space&rdquo; or you may be concerned that it is too personal an issue for the office.</p> </div><div class="summary"> <style type="text/css"> .blog-post li{ font-size: 1.7em; margin-left: 25px; list-style-type: disc; }</style> <p> The sad and sticky workplace scenario: a coworker is dealing with a personal loss and you are struggling with how best to help them. What do you do? Should you jump in and somehow show support or is the best approach to do and say nothing, for fear of doing the wrong thing? Perhaps they just &ldquo;need their space&rdquo; or you may be concerned that it is too personal an issue for the office.</p> </div> <div class="html clearfix clear"> <p> <img alt="" class="img-thumbnail img-responsive" src="https://www.zapposinsights.com/files/accounts/zappos/assets/images/grief_picture.jpg" style="width: 224px; height: 300px; float: right; margin: 10px;" /></p> <p> In my article &lsquo;Your Work Family; The Art of Choosing Wisely&rdquo;,</p> <p> <a href="https://www.linkedin.com/pulse/your-work-family-art-choosing-wisely-tammy-williams?trk=prof-post">https://www.linkedin.com/pulse/your-work-family-art-choosing-wisely-tammy-williams?trk=prof-post</a></p> <p> I shared my experience following my own tragedy of deep, personal loss and my subsequent observations about past and present employers and their unyielding support. While I am not an expert on grief, it is my hope that the following experiences that I had may help you, should you ever find yourself in the presence of a grieving coworker.</p> <ul> <li> Be sensitive to what your coworker needs. Grief is a process, unique and unpredictable and everyone will movethrough it in their own time and manner. You can help by being supportive with whatever way they find themselves needing to grieve. If they want to talk about their loved one, let them. If they don&rsquo;t, don&rsquo;t push them.</li> </ul> <ul> <li> If they want to dive into their work, don&rsquo;t question their readiness, (notwithstanding matters of safety) since the predictable distraction of project work may be their way of coping.</li> </ul> <ul> <li> The employee will almost certainly, eventually, recognize that they need rest and sleep and to you, they may even seem inflexible because of their insistence on routine. Do your best to support their &lsquo;new normal&rsquo; as they might find solace in gaining back some control over an otherwise uncontrollable circumstance.</li> </ul> <ul> <li> Small or large tokens of reassurance and support have been a big part of my healing. From a wall of flowers at the funeral home to donations to a preferred charity to sticky notes on my computer, my &lsquo;work family&rsquo; has shown me daily that I am in their thoughts.</li> </ul> <p> Finally, just say SOMETHING. Even an embrace with &ldquo;there are no words&rdquo;, or &ldquo;I don&rsquo;t know what to say&rdquo; was fine. By their attempt, their presence and their willingness to be vulnerable, they spoke volumes to me about how much they cared.</p> </div> <div class="html clearfix clear"> <p> <img alt="" class="img-thumbnail img-responsive" src="https://www.zapposinsights.com/files/accounts/zappos/assets/images/grief_picture.jpg" style="width: 224px; height: 300px; float: right; margin: 10px;" /></p> <p> In my article &lsquo;Your Work Family; The Art of Choosing Wisely&rdquo;,</p> <p> <a href="https://www.linkedin.com/pulse/your-work-family-art-choosing-wisely-tammy-williams?trk=prof-post">https://www.linkedin.com/pulse/your-work-family-art-choosing-wisely-tammy-williams?trk=prof-post</a></p> <p> I shared my experience following my own tragedy of deep, personal loss and my subsequent observations about past and present employers and their unyielding support. While I am not an expert on grief, it is my hope that the following experiences that I had may help you, should you ever find yourself in the presence of a grieving coworker.</p> <ul> <li> Be sensitive to what your coworker needs. Grief is a process, unique and unpredictable and everyone will movethrough it in their own time and manner. You can help by being supportive with whatever way they find themselves needing to grieve. If they want to talk about their loved one, let them. If they don&rsquo;t, don&rsquo;t push them.</li> </ul> <ul> <li> If they want to dive into their work, don&rsquo;t question their readiness, (notwithstanding matters of safety) since the predictable distraction of project work may be their way of coping.</li> </ul> <ul> <li> The employee will almost certainly, eventually, recognize that they need rest and sleep and to you, they may even seem inflexible because of their insistence on routine. Do your best to support their &lsquo;new normal&rsquo; as they might find solace in gaining back some control over an otherwise uncontrollable circumstance.</li> </ul> <ul> <li> Small or large tokens of reassurance and support have been a big part of my healing. From a wall of flowers at the funeral home to donations to a preferred charity to sticky notes on my computer, my &lsquo;work family&rsquo; has shown me daily that I am in their thoughts.</li> </ul> <p> Finally, just say SOMETHING. Even an embrace with &ldquo;there are no words&rdquo;, or &ldquo;I don&rsquo;t know what to say&rdquo; was fine. By their attempt, their presence and their willingness to be vulnerable, they spoke volumes to me about how much they cared.</p> </div> Thu, 14 Jan 2016 00:02:00 GMT https://www.zapposinsights.com/blog/item/grief-suckshelping-a-coworker-deal-with-loss How to Be Acquired by a BIG Company and Retain Your Culture https://www.zapposinsights.com/blog/item/how-to-be-acquired-by-a-big-company-and-retain-your-culture <p class="date"> 12/08/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 12/08/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="//ws.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="//ws.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> It began like any other sweltering hot July day in Las Vegas, but this wasn&rsquo;t just any old day. There was change a-comin&rsquo;. Big news! Yep, on July 22,2009, Amazon.com acquired Zappos.com. (Insert loud, scary &ldquo;duh, duh, duh!!!&rdquo; music here.) OR as our CEO Tony Hsieh referred to the dealio in an email to the company: &ldquo;Zappos and Amazon sitting in a tree&hellip;&rdquo;&nbsp;</p> </div><div class="summary"> <p> It began like any other sweltering hot July day in Las Vegas, but this wasn&rsquo;t just any old day. There was change a-comin&rsquo;. Big news! Yep, on July 22,2009, Amazon.com acquired Zappos.com. (Insert loud, scary &ldquo;duh, duh, duh!!!&rdquo; music here.) OR as our CEO Tony Hsieh referred to the dealio in an email to the company: &ldquo;Zappos and Amazon sitting in a tree&hellip;&rdquo;&nbsp;</p> </div> <div class="html clearfix clear"> <style type="text/css"> p { margin-top: 20px; }</style> <p> That&rsquo;s how the story of Amazon acquiring Zappos started, and from the moment of the public announcement right up until today, there has been rampant speculation about what the acquisition would mean for the company culture and WOW service that Zappos is known for. Would Amazon simply take over Zappos? Would Zappos&rsquo; focus on delivering WOW service go away?&nbsp;</p> <p> <img alt="" class="img-responsive img-thumbnail" src="https://www.zapposinsights.com/files/accounts/zappos/assets/images/amazon-buys-zappos.jpg" style="width: 300px; height: 180px; float: right; margin: 10px;" /></p> <p> What about the Zappos culture?! Would Amazon change Zappos?</p> <p> Well folks, it&rsquo;s been over 6 years and I am pleased to report the Zappos culture and focus on service are alive and well! How did we do it? By making sure the conversation about maintaining our identity and culture was at the forefront at the acquisition table. As Tony shared with employees on the day we got hitched to Amazon:</p> <div style="margin-left: 50px;"> <p> <em>We plan to continue to run Zappos the way we have always run Zappos -- continuing to do what we believe is best for our brand, our culture, and our business. From a practical point of view, it will be as if we are switching out our current shareholders and board of directors for a new one, even though the technical legal structure may be different.</em></p> <p> <em>We are excited about doing this for 3 main reasons:</em></p> <p> <em>1) &nbsp;We think that there is a huge opportunity for us to really accelerate the growth of the Zappos brand and culture, and we believe that Amazon is the best partner to help us get there faster.</em></p> <p> <em>2) &nbsp;Amazon supports us in continuing to grow our vision as an independent entity, under the Zappos brand and with our unique culture.</em></p> <p> <em>3) &nbsp;We want to align ourselves with a shareholder and partner that thinks really long term (like we do at Zappos), as well as do what&rsquo;s in the best interest of our existing shareholders and investors.</em></p> <p> <em>Source: <a href="http://blogs.zappos.com/ceoletter">http://blogs.zappos.com/ceoletter</a></em></p> </div> <p> Remaining independent and maintaining our brand and culture was a top priority during negotiations. Beyond that, we also worked together jointly with Amazon to establish tenets by which we would manage our relationship. Here&rsquo;s the full document:</p> <div style="margin-left: 50px;"> <p> <em>Since announcing the transaction, Amazon and Zappos have worked on establishing the tenets by which we will manage our relationship. These five tenets will guide how we will work together:</em></p> <p> 1. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<em>&nbsp;Zappos will operate independently, overseen by a management committee that will function similar to the prior Zappos board of directors. The committee will initially be made up of 3 people from Amazon and 3 people from Zappos.</em></p> <p> <em>2. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;Zappos&#39; unique culture has been core to its success to date, and we look to protect it.</em></p> <p> 3. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<em>There will be differences between the customer experiences on Amazon and Zappos, and we will maintain separation so customers understand these differences.</em></p> <p> 4. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<em>Amazon wants to learn from Zappos and vice versa. We will share information back and forth to facilitate learning.</em></p> <p> 5. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<em>The only integration &#39;must-haves&#39; are processes legally necessary (for example, there are disclosure restrictions due to Amazon being a public company). These will be clearly defined and communicated.</em></p> <p> <em>We believe that these tenets embody the spirit of allowing Zappos to continue to build its business, brand, and culture and allowing Amazon to derive the maximum value from the transaction. In addition, just like Zappos core values, we will refer to these tenets as first principles for making decisions on how we will work together, what we will integrate, and what we wish to remain separate.</em></p> </div> <p> So how do you get acquired by a big company and maintain your culture? Make sure it&rsquo;s part of the conversation from the beginning! Be open, honest, and up front about the importance of your company culture and set it as a deal breaker in the negotiations. And once the relationship is finalized, keep the lines of communication open and have clear expectations around how you and your parent company will work together.</p> <p> After all, doesn&rsquo;t everyone want their story to end with <em>and they lived happily ever after</em>?</p> </div> <div class="html clearfix clear"> <style type="text/css"> p { margin-top: 20px; }</style> <p> That&rsquo;s how the story of Amazon acquiring Zappos started, and from the moment of the public announcement right up until today, there has been rampant speculation about what the acquisition would mean for the company culture and WOW service that Zappos is known for. Would Amazon simply take over Zappos? Would Zappos&rsquo; focus on delivering WOW service go away?&nbsp;</p> <p> <img alt="" class="img-responsive img-thumbnail" src="https://www.zapposinsights.com/files/accounts/zappos/assets/images/amazon-buys-zappos.jpg" style="width: 300px; height: 180px; float: right; margin: 10px;" /></p> <p> What about the Zappos culture?! Would Amazon change Zappos?</p> <p> Well folks, it&rsquo;s been over 6 years and I am pleased to report the Zappos culture and focus on service are alive and well! How did we do it? By making sure the conversation about maintaining our identity and culture was at the forefront at the acquisition table. As Tony shared with employees on the day we got hitched to Amazon:</p> <div style="margin-left: 50px;"> <p> <em>We plan to continue to run Zappos the way we have always run Zappos -- continuing to do what we believe is best for our brand, our culture, and our business. From a practical point of view, it will be as if we are switching out our current shareholders and board of directors for a new one, even though the technical legal structure may be different.</em></p> <p> <em>We are excited about doing this for 3 main reasons:</em></p> <p> <em>1) &nbsp;We think that there is a huge opportunity for us to really accelerate the growth of the Zappos brand and culture, and we believe that Amazon is the best partner to help us get there faster.</em></p> <p> <em>2) &nbsp;Amazon supports us in continuing to grow our vision as an independent entity, under the Zappos brand and with our unique culture.</em></p> <p> <em>3) &nbsp;We want to align ourselves with a shareholder and partner that thinks really long term (like we do at Zappos), as well as do what&rsquo;s in the best interest of our existing shareholders and investors.</em></p> <p> <em>Source: <a href="http://blogs.zappos.com/ceoletter">http://blogs.zappos.com/ceoletter</a></em></p> </div> <p> Remaining independent and maintaining our brand and culture was a top priority during negotiations. Beyond that, we also worked together jointly with Amazon to establish tenets by which we would manage our relationship. Here&rsquo;s the full document:</p> <div style="margin-left: 50px;"> <p> <em>Since announcing the transaction, Amazon and Zappos have worked on establishing the tenets by which we will manage our relationship. These five tenets will guide how we will work together:</em></p> <p> 1. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<em>&nbsp;Zappos will operate independently, overseen by a management committee that will function similar to the prior Zappos board of directors. The committee will initially be made up of 3 people from Amazon and 3 people from Zappos.</em></p> <p> <em>2. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;Zappos&#39; unique culture has been core to its success to date, and we look to protect it.</em></p> <p> 3. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<em>There will be differences between the customer experiences on Amazon and Zappos, and we will maintain separation so customers understand these differences.</em></p> <p> 4. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<em>Amazon wants to learn from Zappos and vice versa. We will share information back and forth to facilitate learning.</em></p> <p> 5. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<em>The only integration &#39;must-haves&#39; are processes legally necessary (for example, there are disclosure restrictions due to Amazon being a public company). These will be clearly defined and communicated.</em></p> <p> <em>We believe that these tenets embody the spirit of allowing Zappos to continue to build its business, brand, and culture and allowing Amazon to derive the maximum value from the transaction. In addition, just like Zappos core values, we will refer to these tenets as first principles for making decisions on how we will work together, what we will integrate, and what we wish to remain separate.</em></p> </div> <p> So how do you get acquired by a big company and maintain your culture? Make sure it&rsquo;s part of the conversation from the beginning! Be open, honest, and up front about the importance of your company culture and set it as a deal breaker in the negotiations. And once the relationship is finalized, keep the lines of communication open and have clear expectations around how you and your parent company will work together.</p> <p> After all, doesn&rsquo;t everyone want their story to end with <em>and they lived happily ever after</em>?</p> </div> Tue, 08 Dec 2015 10:00:00 GMT https://www.zapposinsights.com/blog/item/how-to-be-acquired-by-a-big-company-and-retain-your-culture Recognition: Making It More Personal https://www.zapposinsights.com/blog/item/recognition-making-it-more-personal <p class="date"> 10/07/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 10/07/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="//ws.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="//ws.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> There&rsquo;s a good chance that your company already has a recognition program in place. According to a SHRM (Society for Human Resources Management) Employee Recognition survey, 81% of companies reported having one (<a href="http://www.shrm.org/research/surveyfindings/articles/pages/shrm-globoforce-employee-recognition-2015.aspx">http://www.shrm.org/research/surveyfindings/articles/pages/shrm-globoforce-employee-recognition-2015.aspx</a>). While it&rsquo;s great that so many companies are recognizing how important recognition is, some of the top employee complaints (in the same survey!) are that these programs don&rsquo;t have much impact and can be impersonal, showing that there&rsquo;s still room for improvement. So the question we may want to ask ourselves is how do we create a recognition program that feels more authentic?</p> </div><div class="summary"> <p> There&rsquo;s a good chance that your company already has a recognition program in place. According to a SHRM (Society for Human Resources Management) Employee Recognition survey, 81% of companies reported having one (<a href="http://www.shrm.org/research/surveyfindings/articles/pages/shrm-globoforce-employee-recognition-2015.aspx">http://www.shrm.org/research/surveyfindings/articles/pages/shrm-globoforce-employee-recognition-2015.aspx</a>). While it&rsquo;s great that so many companies are recognizing how important recognition is, some of the top employee complaints (in the same survey!) are that these programs don&rsquo;t have much impact and can be impersonal, showing that there&rsquo;s still room for improvement. So the question we may want to ask ourselves is how do we create a recognition program that feels more authentic?</p> </div> <div class="html clearfix clear"> <p> For most companies, the first thing that comes to mind when thinking about ways to recognize employees is metrics. While that&rsquo;s certainly one side of an employee&rsquo;s performance, outside of numbers, there are other things that make up their overall contribution. Recognizing people for their unique skills or talents helps show appreciation for what they bring to the table. Have someone on your team who creates killer Excel spreadsheets? While that person definitely isn&rsquo;t me, it&#39;s a valuable skill that can help everyone out and showing appreciation for it can go a long way.</p> <p> &nbsp;</p> <p> <img alt="" src="https://www.zapposinsights.com/files/accounts/zappos/assets/images/photos/recblog.jpg" style="width: 350px; float: right; margin: 15px; height: 225px;" />Recognition can be simple things like:</p> <p> &bull; Giving a face-to-face thanks</p> <p> &bull; Celebrating birthdays and important life events</p> <p> &bull; Taking a few minutes in meetings to give props</p> <p> &nbsp;</p> <p> You can also make things even more personal by finding out what your employees actually value. Building strong relationships with your team helps you tailor the rewards to the person. You can outright ask what would be best. Send a survey to see how people prefer to be recognized and what rewards would hold the most meaning to them. Depending on the person, this could be anything from a team lunch for someone who prefers in-person recognition to a paid day off for someone who&rsquo;s family-oriented. Taking the time to get to know what works for each individual helps you create a unique experience and leaves a bigger impact.</p> <p> &nbsp;</p> <p> Here are a few ideas of other types of recognition you may want to try on for size:</p> <p> &nbsp;</p> <p> <b>Values Based</b></p> <p> Consider tying your recognition program to your company&rsquo;s values. At Zappos, Deliver WOW Through Service is our number one Core Value for a reason. Great service is our bread and butter. Our Sharing Great Calls program recognizes our Customer Loyalty Team members for providing exceptional customer service by sending weekly email blasts to the company that is straight from customer feedback. There are quarterly prizes given for Sharing Great Call earners that range from team to team. What are your company&#39;s values? For instance, a company that puts an emphasis on teamwork may choose to recognize employees who go out of their way to help others. This type of award could be voted on by the team to make it feel even more special.</p> <p> &nbsp;</p> <p> <b>Culture</b></p> <p> At Zappos, our strong culture is a product of the people who work here. For us, it makes sense to celebrate those that do everything they can to push the culture forward. The Culture Drivers award is given in our Customer Loyalty Team to folks that received at least 2 nominations based on their cultural involvement. Is there a way to reward those drivers that help keep your company&rsquo;s culture alive?</p> <p> &nbsp;</p> <p> <b>Peer To Peer</b></p> <p> Recognition can also hold stronger meaning when it&rsquo;s given from the people you work with day in and day out. At Zappos, letting someone know that they WOWed you can be done in the form of a $50 co-worker bonus. The reason for the bonus is published internally and you can even Facebook-style &ldquo;like&rdquo; other people&rsquo;s nominations. Three are chosen as winners for a bigger monthly prize and company-wide email announcement. Another honor, the Mystical Egg, is a peer-based award passed along each month in our Tech department. At the first meeting of each month, the previous winner presents a plastic, decorated egg to someone who blew them away that month. That person then becomes responsible for adding to or decorating the egg and keeping the tradition going.</p> <p> &nbsp;</p> <p> One of the biggest underlying reasons for recognition is to help people feel valued. In a survey done last year by Tiny Pulse on Employee Engagement and Organizational Culture, only 21% of employees said that they felt valued (<a href="https://www.tinypulse.com/2014-employee-engagement-organizational-culture-report">https://www.tinypulse.com/2014-employee-engagement-organizational-culture-report</a>), which shows a strong recognition program may be needed now more than ever. Whether you create a more structured plan or go big and host a company-wide recognition bash, don&#39;t forget that even a few genuine words can leave a lasting impact and create a happier work environment.</p> <p> &nbsp;</p> <p> &ldquo;Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They&#39;re absolutely free and worth a fortune.&rdquo; - Sam Walton</p> </div> <div class="html clearfix clear"> <p> For most companies, the first thing that comes to mind when thinking about ways to recognize employees is metrics. While that&rsquo;s certainly one side of an employee&rsquo;s performance, outside of numbers, there are other things that make up their overall contribution. Recognizing people for their unique skills or talents helps show appreciation for what they bring to the table. Have someone on your team who creates killer Excel spreadsheets? While that person definitely isn&rsquo;t me, it&#39;s a valuable skill that can help everyone out and showing appreciation for it can go a long way.</p> <p> &nbsp;</p> <p> <img alt="" src="https://www.zapposinsights.com/files/accounts/zappos/assets/images/photos/recblog.jpg" style="width: 350px; float: right; margin: 15px; height: 225px;" />Recognition can be simple things like:</p> <p> &bull; Giving a face-to-face thanks</p> <p> &bull; Celebrating birthdays and important life events</p> <p> &bull; Taking a few minutes in meetings to give props</p> <p> &nbsp;</p> <p> You can also make things even more personal by finding out what your employees actually value. Building strong relationships with your team helps you tailor the rewards to the person. You can outright ask what would be best. Send a survey to see how people prefer to be recognized and what rewards would hold the most meaning to them. Depending on the person, this could be anything from a team lunch for someone who prefers in-person recognition to a paid day off for someone who&rsquo;s family-oriented. Taking the time to get to know what works for each individual helps you create a unique experience and leaves a bigger impact.</p> <p> &nbsp;</p> <p> Here are a few ideas of other types of recognition you may want to try on for size:</p> <p> &nbsp;</p> <p> <b>Values Based</b></p> <p> Consider tying your recognition program to your company&rsquo;s values. At Zappos, Deliver WOW Through Service is our number one Core Value for a reason. Great service is our bread and butter. Our Sharing Great Calls program recognizes our Customer Loyalty Team members for providing exceptional customer service by sending weekly email blasts to the company that is straight from customer feedback. There are quarterly prizes given for Sharing Great Call earners that range from team to team. What are your company&#39;s values? For instance, a company that puts an emphasis on teamwork may choose to recognize employees who go out of their way to help others. This type of award could be voted on by the team to make it feel even more special.</p> <p> &nbsp;</p> <p> <b>Culture</b></p> <p> At Zappos, our strong culture is a product of the people who work here. For us, it makes sense to celebrate those that do everything they can to push the culture forward. The Culture Drivers award is given in our Customer Loyalty Team to folks that received at least 2 nominations based on their cultural involvement. Is there a way to reward those drivers that help keep your company&rsquo;s culture alive?</p> <p> &nbsp;</p> <p> <b>Peer To Peer</b></p> <p> Recognition can also hold stronger meaning when it&rsquo;s given from the people you work with day in and day out. At Zappos, letting someone know that they WOWed you can be done in the form of a $50 co-worker bonus. The reason for the bonus is published internally and you can even Facebook-style &ldquo;like&rdquo; other people&rsquo;s nominations. Three are chosen as winners for a bigger monthly prize and company-wide email announcement. Another honor, the Mystical Egg, is a peer-based award passed along each month in our Tech department. At the first meeting of each month, the previous winner presents a plastic, decorated egg to someone who blew them away that month. That person then becomes responsible for adding to or decorating the egg and keeping the tradition going.</p> <p> &nbsp;</p> <p> One of the biggest underlying reasons for recognition is to help people feel valued. In a survey done last year by Tiny Pulse on Employee Engagement and Organizational Culture, only 21% of employees said that they felt valued (<a href="https://www.tinypulse.com/2014-employee-engagement-organizational-culture-report">https://www.tinypulse.com/2014-employee-engagement-organizational-culture-report</a>), which shows a strong recognition program may be needed now more than ever. Whether you create a more structured plan or go big and host a company-wide recognition bash, don&#39;t forget that even a few genuine words can leave a lasting impact and create a happier work environment.</p> <p> &nbsp;</p> <p> &ldquo;Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They&#39;re absolutely free and worth a fortune.&rdquo; - Sam Walton</p> </div> Wed, 07 Oct 2015 08:00:00 GMT https://www.zapposinsights.com/blog/item/recognition-making-it-more-personal Thanks For All Of Your Concern, But… https://www.zapposinsights.com/blog/item/thanks-for-all-of-your-concern-butan-inside-perspective-on-the-changes-at-zapposcom <p class="date"> 09/23/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 09/23/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="//ws.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="//ws.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> Originally published on his own personal Medium blog,&nbsp;Matt shares his take on all the changes happening around the office.&nbsp;</p> </div><div class="summary"> <p> Originally published on his own personal Medium blog,&nbsp;Matt shares his take on all the changes happening around the office.&nbsp;</p> </div> <div class="html clearfix clear"> <h2> An Inside Perspective on the Changes at Zappos.com</h2> <p> It&rsquo;s come to my attention over the past few months that something might be going on at my company. From the sounds of things, it must be pretty serious?&mdash;?doomsdayish, even. My friends, family, professional contacts and even coffee shop strangers seem to &ldquo;know&rdquo; more about what&rsquo;s happening at my place of work than I do. It&rsquo;s becoming increasingly difficult to wear my name badge in public without getting asked what&rsquo;s going on at work or what I think about my CEO. If you haven&rsquo;t seen my bio, I work for Zappos.com and ever since our CEO sent <a href="http://www.fastcompany.com/3044417/zappos-ceo-tony-hsieh-adopt-holacracy-or-leave" target="_blank">this email</a> to employees in March we&rsquo;ve been catching more than our fair share of headlines.</p> <p> <img alt="" class="img-responsive img-thumbnail" src="https://www.zapposinsights.com/files/accounts/zappos/assets/images/photos/matt_dunsmoor.png" style="width: 350px; height: 350px; float: right; margin: 10px;" />At first, I was excited that the conversation about corporate structure was becoming mainstream. Soon, however, it became apparent that people didn&rsquo;t really want to have a discussion around the future of organizations; they didn&rsquo;t want to debate about the many possibilities of management structures; nor did they want to have some discourse about the evolution of corporations. Sure, there were those rare cases where someone was &ldquo;optimistically curious,&rdquo; and a couple people approached me as if I were a subject in an experiment (in the nicest way possible) because they were looking at implementing something similar at their own companies. The vast majority, though, seemed more interested in telling me how this would never work, or they were just looking for some juicy gossip from the inside. Here are some of the most common things I am asked/told and my shorthand responses to them:</p> <h2 style="text-align: center;"> &ldquo;No managers? But surely you must recognize that people like to be led. They need to be led. Not everyone can be the boss.&rdquo;</h2> <p> Managers are the only leaders in your company? I&rsquo;d hate to work there.</p> <h2 style="text-align: center;"> &ldquo;I hear your CEO went off the deep end. He paid everyone to leave and moved into a trailer park, is that true?!?&rdquo;</h2> <p> No.</p> <p> Wait, scratch that. He does live in a trailer park. One out of three!</p> <h2 style="text-align: center;"> &ldquo;Wait, if there are no bosses, how does any work get done?&rdquo;</h2> <p> Because we don&rsquo;t hire people that only work &ldquo;when the boss is looking.&rdquo; Also, no, I won&rsquo;t give you a referral here.</p> <h2 style="text-align: center;"> &ldquo;So does that mean no one ever gets fired? Or is it like a &ldquo;voted off of the island&rdquo; kind of thing?&rdquo;</h2> <p> Whaa?&mdash;?? No. Just, no.</p> <h2 style="text-align: center;"> &ldquo;What does Amazon think about all of this?&rdquo;</h2> <p> I&rsquo;m not sure. Let me ask all 150,000 Amazon employees what they think about our organization structure and I&rsquo;ll get back to you in&hellip;.a couple of years.</p> <h2 style="text-align: center;"> &ldquo;That&rsquo;s dumb. I don&rsquo;t get it.&rdquo;</h2> <p> Very informed. Please don&rsquo;t ever vote.</p> <p> I don&rsquo;t really blame most of them, though (sans that last guy&hellip;I blame him hardcore). With scandalous headlines like, &ldquo;<a href="https://pando.com/2015/07/03/holacracy-dunces/" target="_blank">A Holacracy of Dunces</a>,&rdquo; &ldquo;<a href="http://www.npr.org/2015/07/21/421148128/zappos-a-workplace-where-no-one-and-everyone-is-the-boss" target="_blank">Zappos: A Workplace Where No One And Everyone Is The Boss</a>,&rdquo; and &ldquo;<a href="http://www.slate.com/blogs/moneybox/2015/05/08/zappos_holacracy_many_employees_choose_to_leave_instead_of_work_with_no.html">Zappos Stopped Managing Its Employees. They Don&rsquo;t Seem Too Happy About It</a>,&rdquo; it&rsquo;s hard to come to unbiased conclusions, especially when there are plenty of selectively diced quotes from &ldquo;insiders&rdquo; and employees. With everyone on the outside saying what the facts are and very few people on the inside speaking up, finding the line between truth and mere conjecture is increasingly difficult. When the first of the scandalous headlines listed above was <a href="http://quibb.com/links/a-holacracy-of-dunces" target="_blank">shared in my network</a> on Quibb, I felt that it was important that more people heard an &ldquo;insider&rsquo;s perspective&rdquo; on the recent goings-on. So, here&rsquo;s my attempt at painting a picture of current reality at Zappos, with regard to self-organization/Holacracy, management, the &lsquo;pay-to-leave&rsquo; offer, and &ldquo;Teal&rdquo; (as this one is mentioned a lot in our CEO&rsquo;s letter, but not much in the news) from my own personal perspective.</p> <p> ________________________________________</p> <p> Tl;dr- I feel like I&rsquo;ve got a pretty good sense of the organization over my wide variety of experiences and roles <a href="http://holacracy.zappos.com/public/myRoles/PSbK7fLmKx-EntH9HtQ9ow.zap">here</a>, and I have some of the longest-standing Holacracy experience at the company as well.</p> <p> A little about me, so you can understand where I&rsquo;m coming from in this article: I&rsquo;m a Product Manager at Zappos (I manage both internal- and external-facing products-six in total) and I&rsquo;ve been with the company for just over 4.5 years. In that time I&rsquo;ve worked on our Customer Loyalty Team (customer service) answering phones &amp; emails, our Clothing Content team writing product descriptions, the Social Media team pulling double-duty as a Product Owner and Social Site Strategist, our Holacracy Implementation team (I was in the first class of trained and certified facilitators at Zappos) where I focus on meeting facilitation and mentoring, our YouTube Team where I lead overall strategy and Zappos.com channel content strategy, my product teams spanning personalization, customer identity, innovation platforms, email systems &amp; others, and I&rsquo;ve owned roles doing progression design, mentorship and more. My current roles can be seen here:&nbsp;<a href="http://holacracy.zappos.com/public/myRoles/PSbK7fLmKx-EntH9HtQ9ow.zap">http://holacracy.zappos.com/public/myRoles/PSbK7fLmKx-EntH9HtQ9ow.zap</a></p> <p> ________________________________________</p> <h2> Let&rsquo;s start with Holacracy.</h2> <p> <strong>What I hear</strong>: Zappos went with Holacracy to go flat and remove hierarchy.</p> <p> <strong>Reality</strong>: Zappos transitioned to Holacracy because it&rsquo;s a system of self-organization, not because it would &ldquo;flatten the org.&rdquo; Holacracy itself is actually just an alternative form of hierarchy, but the main difference is that it&rsquo;s a hierarchy of work and not people. Here&rsquo;s an easy way to think about that: Let&rsquo;s say you have a Sr. VP of Marketing on one hand, and a Regional Sales Manager on the other. Even though they are on different branches of the org chart, they&rsquo;re working together on Project A (Marketing-focused) and Project B (Sales-focused). In most traditional orgs, the Sr. VP of Marketing will absolutely make the call on how Project A is run, and if she disagrees with the Regional Sales Manager&rsquo;s decision on how to execute Project B, she can pull the &ldquo;title trump card&rdquo; and veto the Regional Sales Manager. In Holacracy, authority is related to a role (which is tied to work, whereas a title is tied more to the person), so if the Regional Sales Manager holds the role that has the authority to make the decision on how to run Project B, then the Sr. VP of Marketing has no grounds to try and veto the decision.</p> <p> ________________________________________</p> <p> <strong>What I hear</strong>: Employees hate Holacracy.</p> <p> <strong>Reality</strong>: Honestly, the jury is still out on this one?&mdash;?mostly because opinions are constantly shifting as experience grows across teams. Sentiment is fairly split, but I&rsquo;d liken it to Democrats &amp; Republicans in the news: Most of the company lies in the middle ground and merely leans toward one side or the other, but you only really hear from/about the extremists. As a facilitator, I hear a lot of feedback from both sides and get to observe an array of scenarios play out that support each perspective. From these observations, I&rsquo;d say that on a given day, 80% of these issues are people-based, not system-based; that is to say that Holacracy is being blamed in many scenarios where there is a communication/trust/relationship breakdown at fault or someone is misusing the system (whether by intent or not). In any management system throughout history there have always been people who politick, side-step accountability and bend the rules in their favor. Since this shift, it just seems like this behavior is being forced out of the shadows at a higher rate than before. Holacracy is meant to organize the work, not the people filling the roles. People support is ideally addressed by a strong company culture.</p> <p> Don&rsquo;t get me wrong, I don&rsquo;t think that Holacracy is the perfect operating system for our org?&mdash;?I&rsquo;ve said that since the outset. This is mainly because it came from outside of Zappos, rather than being something organic developed from within the ranks. I think that many of us who see ourselves as advocates can objectively recognize gaps in efficiency and places where the system isn&rsquo;t quite a perfect fit, but remain on-board because we agree with the &ldquo;whys&rdquo; more than the &ldquo;hows,&rdquo; and we see Holacracy as a step toward self-organization rather than an end-state. My personal sense is that the people who have taken the time to learn about the reasons behind all the intricacies of Holacracy (meeting rules, the GlassFrog platform, the seemingly endless jargon, etc.) usually lean towards the &ldquo;on-board&rdquo; side. It&rsquo;s also important to note that someone&rsquo;s outlook on Holacracy is usually interlocked with their first experience(s) with the system. If a leader, former manager or even just someone that you respect is outspoken against or negative towards the new system before you&rsquo;ve had a chance to form an opinion, you will likely have a similar disposition at the outset. When you&rsquo;re rooting for something to fail it&rsquo;s easy to look for fallacies that support your viewpoint while looking at the past through rose-colored glasses. It&rsquo;s a lot like breaking up with someone. There were probably a ton of rational reasons that the relationship needed to end, but that first time you felt loneliness set in, you romanticized the past and scrambled to convince yourself that it wasn&rsquo;t that bad. Frankly, I think a lot of us cling to our familiar discomforts rather than embracing the possibility of new ones purely out of a need for certainty.</p> <p> ________________________________________</p> <h2> Let&rsquo;s talk about the offer.</h2> <p> <strong>What I hear</strong>: 14% of employees quit because of Holacracy.</p> <p> <strong>Reality</strong>: A couple of things here.</p> <p> <strong>1</strong>- The offer that was extended was not just about adopting Holacracy. Those who read even the first few paragraphs of the email would have seen that the &ldquo;rip the bandaid off&rdquo; with Holacracy approach was actually just an attempt to accelerate a larger movement within the organization. For more details on the bigger vision, watch this video (It&rsquo;s long but trust me, it&rsquo;s a lot easier than reading the book).</p> <p> <strong>2</strong>- In my personal experience, the vast majority of the people who left did so for a variety reasons, Holacracy being the least of them. What isn&rsquo;t highly-publicized is that Zappos employees have been presented with a myriad of large-scale changes over the past few years?&mdash;?Holacracy &amp; Teal are just the most recent. Any organization-level change is uncomfortable, if for no reason other than it is, by default, outside of our current comfort zone. To have a change that challenges peoples&rsquo; perceptions of progression, compensation, and priorities in conjunction with an expiring monetary incentive to try something possibly more inside one&rsquo;s comfort zone is tough for anybody to walk away from, especially when it&rsquo;s the final item in a list of recent personal &amp; professional challenges. The articles I&rsquo;ve seen also forget that a lot of people who left were spouses in a two-income household (many with dependents) getting over a half year&rsquo;s pay to leave. In that scenario, it might actually be financially irresponsible to walk away from something so lucrative. For many, this was an opportunity to open a new business, travel the world, become debt-free or move back home to be closer to their families. Those headlines, however, just aren&rsquo;t as gripping as, &ldquo;CEO Loses Mind,&rdquo; or &ldquo;Zappos Implodes with No Managers.&rdquo;</p> <p> ________________________________________</p> <h2> Let&rsquo;s talk about Teal.</h2> <p> <strong>What I hear</strong>: What you guys are doing is so radical. Why take such a risk?</p> <p> <strong>Reality</strong>: Eh&hellip;..Yes and no.</p> <p> A little history: Before free shipping both ways and flexible return policies were an industry norm, Zappos was considered a trailblazer in that space. Before the trend of, &ldquo;&hellip;and here&rsquo;s our ping pong table!&rdquo; caught on across corporate America, Zappos already had a culture of &ldquo;happy employees = happy customers.&rdquo; tl;dr- This isn&rsquo;t our first rodeo.</p> <p> Now, even though risk-taking is in our corporate DNA, I still don&rsquo;t see this movement as that radical. There are tons of companies out there doing pieces of what author Frederic Laloux defines as &ldquo;Teal&rdquo;?&mdash;?some with even more employees than Zappos. The major difference is that Zappos is starting with the defined goal of Teal, whereas these other companies typically implemented their pieces out of instinct, necessity or royal edict from the CEO (OK, that last part was the same at Zappos). We&rsquo;re just the only ones I&rsquo;m aware of that are trying to pursue all of the elements simultaneously.</p> <p> Another complication is that we&rsquo;re an Amazon subsidiary. There has been no lack of speculation around how this change would be perceived by an owner that has made its name as a meritocracy and is so entrenched in a command &amp; control mentality (oh, and it&rsquo;s publicly traded, too?&mdash;?additional wrinkle). That pressure has been felt inside Zappos as well. An unspoken tension exists across much of the company around the apparent disconnect between where Zappos has stated we are going (purpose-driven, not profit-driven) and where Amazon firmly stands (profit/growth-driven, not necessarily purpose-driven). This is probably the largest &ldquo;risk&rdquo; that I see with a transition such as this.</p> <p> ________________________________________</p> <h2> Let&rsquo;s Wrap This Up.</h2> <p> So, if I were to wrap this all up in a neat little bow, what I&rsquo;d like to get across to people is that yes, while we&rsquo;re trying something new and we&rsquo;ve hit some sizable speed bumps so far (surely the first of several), many of us are confident that we can tackle these problems. It&rsquo;s been great to see such interest in what&rsquo;s been happening at our company, but there are so many great companies out there that deserve your attention and support for driving employee empowerment, transparency and self-organization (Buffer and @Medium come to mind). So please, spread the love!</p> <p> Oh, and try to keep the negativity to yourself. Nobody needs that.</p> </div> <div class="html clearfix clear"> <h2> An Inside Perspective on the Changes at Zappos.com</h2> <p> It&rsquo;s come to my attention over the past few months that something might be going on at my company. From the sounds of things, it must be pretty serious?&mdash;?doomsdayish, even. My friends, family, professional contacts and even coffee shop strangers seem to &ldquo;know&rdquo; more about what&rsquo;s happening at my place of work than I do. It&rsquo;s becoming increasingly difficult to wear my name badge in public without getting asked what&rsquo;s going on at work or what I think about my CEO. If you haven&rsquo;t seen my bio, I work for Zappos.com and ever since our CEO sent <a href="http://www.fastcompany.com/3044417/zappos-ceo-tony-hsieh-adopt-holacracy-or-leave" target="_blank">this email</a> to employees in March we&rsquo;ve been catching more than our fair share of headlines.</p> <p> <img alt="" class="img-responsive img-thumbnail" src="https://www.zapposinsights.com/files/accounts/zappos/assets/images/photos/matt_dunsmoor.png" style="width: 350px; height: 350px; float: right; margin: 10px;" />At first, I was excited that the conversation about corporate structure was becoming mainstream. Soon, however, it became apparent that people didn&rsquo;t really want to have a discussion around the future of organizations; they didn&rsquo;t want to debate about the many possibilities of management structures; nor did they want to have some discourse about the evolution of corporations. Sure, there were those rare cases where someone was &ldquo;optimistically curious,&rdquo; and a couple people approached me as if I were a subject in an experiment (in the nicest way possible) because they were looking at implementing something similar at their own companies. The vast majority, though, seemed more interested in telling me how this would never work, or they were just looking for some juicy gossip from the inside. Here are some of the most common things I am asked/told and my shorthand responses to them:</p> <h2 style="text-align: center;"> &ldquo;No managers? But surely you must recognize that people like to be led. They need to be led. Not everyone can be the boss.&rdquo;</h2> <p> Managers are the only leaders in your company? I&rsquo;d hate to work there.</p> <h2 style="text-align: center;"> &ldquo;I hear your CEO went off the deep end. He paid everyone to leave and moved into a trailer park, is that true?!?&rdquo;</h2> <p> No.</p> <p> Wait, scratch that. He does live in a trailer park. One out of three!</p> <h2 style="text-align: center;"> &ldquo;Wait, if there are no bosses, how does any work get done?&rdquo;</h2> <p> Because we don&rsquo;t hire people that only work &ldquo;when the boss is looking.&rdquo; Also, no, I won&rsquo;t give you a referral here.</p> <h2 style="text-align: center;"> &ldquo;So does that mean no one ever gets fired? Or is it like a &ldquo;voted off of the island&rdquo; kind of thing?&rdquo;</h2> <p> Whaa?&mdash;?? No. Just, no.</p> <h2 style="text-align: center;"> &ldquo;What does Amazon think about all of this?&rdquo;</h2> <p> I&rsquo;m not sure. Let me ask all 150,000 Amazon employees what they think about our organization structure and I&rsquo;ll get back to you in&hellip;.a couple of years.</p> <h2 style="text-align: center;"> &ldquo;That&rsquo;s dumb. I don&rsquo;t get it.&rdquo;</h2> <p> Very informed. Please don&rsquo;t ever vote.</p> <p> I don&rsquo;t really blame most of them, though (sans that last guy&hellip;I blame him hardcore). With scandalous headlines like, &ldquo;<a href="https://pando.com/2015/07/03/holacracy-dunces/" target="_blank">A Holacracy of Dunces</a>,&rdquo; &ldquo;<a href="http://www.npr.org/2015/07/21/421148128/zappos-a-workplace-where-no-one-and-everyone-is-the-boss" target="_blank">Zappos: A Workplace Where No One And Everyone Is The Boss</a>,&rdquo; and &ldquo;<a href="http://www.slate.com/blogs/moneybox/2015/05/08/zappos_holacracy_many_employees_choose_to_leave_instead_of_work_with_no.html">Zappos Stopped Managing Its Employees. They Don&rsquo;t Seem Too Happy About It</a>,&rdquo; it&rsquo;s hard to come to unbiased conclusions, especially when there are plenty of selectively diced quotes from &ldquo;insiders&rdquo; and employees. With everyone on the outside saying what the facts are and very few people on the inside speaking up, finding the line between truth and mere conjecture is increasingly difficult. When the first of the scandalous headlines listed above was <a href="http://quibb.com/links/a-holacracy-of-dunces" target="_blank">shared in my network</a> on Quibb, I felt that it was important that more people heard an &ldquo;insider&rsquo;s perspective&rdquo; on the recent goings-on. So, here&rsquo;s my attempt at painting a picture of current reality at Zappos, with regard to self-organization/Holacracy, management, the &lsquo;pay-to-leave&rsquo; offer, and &ldquo;Teal&rdquo; (as this one is mentioned a lot in our CEO&rsquo;s letter, but not much in the news) from my own personal perspective.</p> <p> ________________________________________</p> <p> Tl;dr- I feel like I&rsquo;ve got a pretty good sense of the organization over my wide variety of experiences and roles <a href="http://holacracy.zappos.com/public/myRoles/PSbK7fLmKx-EntH9HtQ9ow.zap">here</a>, and I have some of the longest-standing Holacracy experience at the company as well.</p> <p> A little about me, so you can understand where I&rsquo;m coming from in this article: I&rsquo;m a Product Manager at Zappos (I manage both internal- and external-facing products-six in total) and I&rsquo;ve been with the company for just over 4.5 years. In that time I&rsquo;ve worked on our Customer Loyalty Team (customer service) answering phones &amp; emails, our Clothing Content team writing product descriptions, the Social Media team pulling double-duty as a Product Owner and Social Site Strategist, our Holacracy Implementation team (I was in the first class of trained and certified facilitators at Zappos) where I focus on meeting facilitation and mentoring, our YouTube Team where I lead overall strategy and Zappos.com channel content strategy, my product teams spanning personalization, customer identity, innovation platforms, email systems &amp; others, and I&rsquo;ve owned roles doing progression design, mentorship and more. My current roles can be seen here:&nbsp;<a href="http://holacracy.zappos.com/public/myRoles/PSbK7fLmKx-EntH9HtQ9ow.zap">http://holacracy.zappos.com/public/myRoles/PSbK7fLmKx-EntH9HtQ9ow.zap</a></p> <p> ________________________________________</p> <h2> Let&rsquo;s start with Holacracy.</h2> <p> <strong>What I hear</strong>: Zappos went with Holacracy to go flat and remove hierarchy.</p> <p> <strong>Reality</strong>: Zappos transitioned to Holacracy because it&rsquo;s a system of self-organization, not because it would &ldquo;flatten the org.&rdquo; Holacracy itself is actually just an alternative form of hierarchy, but the main difference is that it&rsquo;s a hierarchy of work and not people. Here&rsquo;s an easy way to think about that: Let&rsquo;s say you have a Sr. VP of Marketing on one hand, and a Regional Sales Manager on the other. Even though they are on different branches of the org chart, they&rsquo;re working together on Project A (Marketing-focused) and Project B (Sales-focused). In most traditional orgs, the Sr. VP of Marketing will absolutely make the call on how Project A is run, and if she disagrees with the Regional Sales Manager&rsquo;s decision on how to execute Project B, she can pull the &ldquo;title trump card&rdquo; and veto the Regional Sales Manager. In Holacracy, authority is related to a role (which is tied to work, whereas a title is tied more to the person), so if the Regional Sales Manager holds the role that has the authority to make the decision on how to run Project B, then the Sr. VP of Marketing has no grounds to try and veto the decision.</p> <p> ________________________________________</p> <p> <strong>What I hear</strong>: Employees hate Holacracy.</p> <p> <strong>Reality</strong>: Honestly, the jury is still out on this one?&mdash;?mostly because opinions are constantly shifting as experience grows across teams. Sentiment is fairly split, but I&rsquo;d liken it to Democrats &amp; Republicans in the news: Most of the company lies in the middle ground and merely leans toward one side or the other, but you only really hear from/about the extremists. As a facilitator, I hear a lot of feedback from both sides and get to observe an array of scenarios play out that support each perspective. From these observations, I&rsquo;d say that on a given day, 80% of these issues are people-based, not system-based; that is to say that Holacracy is being blamed in many scenarios where there is a communication/trust/relationship breakdown at fault or someone is misusing the system (whether by intent or not). In any management system throughout history there have always been people who politick, side-step accountability and bend the rules in their favor. Since this shift, it just seems like this behavior is being forced out of the shadows at a higher rate than before. Holacracy is meant to organize the work, not the people filling the roles. People support is ideally addressed by a strong company culture.</p> <p> Don&rsquo;t get me wrong, I don&rsquo;t think that Holacracy is the perfect operating system for our org?&mdash;?I&rsquo;ve said that since the outset. This is mainly because it came from outside of Zappos, rather than being something organic developed from within the ranks. I think that many of us who see ourselves as advocates can objectively recognize gaps in efficiency and places where the system isn&rsquo;t quite a perfect fit, but remain on-board because we agree with the &ldquo;whys&rdquo; more than the &ldquo;hows,&rdquo; and we see Holacracy as a step toward self-organization rather than an end-state. My personal sense is that the people who have taken the time to learn about the reasons behind all the intricacies of Holacracy (meeting rules, the GlassFrog platform, the seemingly endless jargon, etc.) usually lean towards the &ldquo;on-board&rdquo; side. It&rsquo;s also important to note that someone&rsquo;s outlook on Holacracy is usually interlocked with their first experience(s) with the system. If a leader, former manager or even just someone that you respect is outspoken against or negative towards the new system before you&rsquo;ve had a chance to form an opinion, you will likely have a similar disposition at the outset. When you&rsquo;re rooting for something to fail it&rsquo;s easy to look for fallacies that support your viewpoint while looking at the past through rose-colored glasses. It&rsquo;s a lot like breaking up with someone. There were probably a ton of rational reasons that the relationship needed to end, but that first time you felt loneliness set in, you romanticized the past and scrambled to convince yourself that it wasn&rsquo;t that bad. Frankly, I think a lot of us cling to our familiar discomforts rather than embracing the possibility of new ones purely out of a need for certainty.</p> <p> ________________________________________</p> <h2> Let&rsquo;s talk about the offer.</h2> <p> <strong>What I hear</strong>: 14% of employees quit because of Holacracy.</p> <p> <strong>Reality</strong>: A couple of things here.</p> <p> <strong>1</strong>- The offer that was extended was not just about adopting Holacracy. Those who read even the first few paragraphs of the email would have seen that the &ldquo;rip the bandaid off&rdquo; with Holacracy approach was actually just an attempt to accelerate a larger movement within the organization. For more details on the bigger vision, watch this video (It&rsquo;s long but trust me, it&rsquo;s a lot easier than reading the book).</p> <p> <strong>2</strong>- In my personal experience, the vast majority of the people who left did so for a variety reasons, Holacracy being the least of them. What isn&rsquo;t highly-publicized is that Zappos employees have been presented with a myriad of large-scale changes over the past few years?&mdash;?Holacracy &amp; Teal are just the most recent. Any organization-level change is uncomfortable, if for no reason other than it is, by default, outside of our current comfort zone. To have a change that challenges peoples&rsquo; perceptions of progression, compensation, and priorities in conjunction with an expiring monetary incentive to try something possibly more inside one&rsquo;s comfort zone is tough for anybody to walk away from, especially when it&rsquo;s the final item in a list of recent personal &amp; professional challenges. The articles I&rsquo;ve seen also forget that a lot of people who left were spouses in a two-income household (many with dependents) getting over a half year&rsquo;s pay to leave. In that scenario, it might actually be financially irresponsible to walk away from something so lucrative. For many, this was an opportunity to open a new business, travel the world, become debt-free or move back home to be closer to their families. Those headlines, however, just aren&rsquo;t as gripping as, &ldquo;CEO Loses Mind,&rdquo; or &ldquo;Zappos Implodes with No Managers.&rdquo;</p> <p> ________________________________________</p> <h2> Let&rsquo;s talk about Teal.</h2> <p> <strong>What I hear</strong>: What you guys are doing is so radical. Why take such a risk?</p> <p> <strong>Reality</strong>: Eh&hellip;..Yes and no.</p> <p> A little history: Before free shipping both ways and flexible return policies were an industry norm, Zappos was considered a trailblazer in that space. Before the trend of, &ldquo;&hellip;and here&rsquo;s our ping pong table!&rdquo; caught on across corporate America, Zappos already had a culture of &ldquo;happy employees = happy customers.&rdquo; tl;dr- This isn&rsquo;t our first rodeo.</p> <p> Now, even though risk-taking is in our corporate DNA, I still don&rsquo;t see this movement as that radical. There are tons of companies out there doing pieces of what author Frederic Laloux defines as &ldquo;Teal&rdquo;?&mdash;?some with even more employees than Zappos. The major difference is that Zappos is starting with the defined goal of Teal, whereas these other companies typically implemented their pieces out of instinct, necessity or royal edict from the CEO (OK, that last part was the same at Zappos). We&rsquo;re just the only ones I&rsquo;m aware of that are trying to pursue all of the elements simultaneously.</p> <p> Another complication is that we&rsquo;re an Amazon subsidiary. There has been no lack of speculation around how this change would be perceived by an owner that has made its name as a meritocracy and is so entrenched in a command &amp; control mentality (oh, and it&rsquo;s publicly traded, too?&mdash;?additional wrinkle). That pressure has been felt inside Zappos as well. An unspoken tension exists across much of the company around the apparent disconnect between where Zappos has stated we are going (purpose-driven, not profit-driven) and where Amazon firmly stands (profit/growth-driven, not necessarily purpose-driven). This is probably the largest &ldquo;risk&rdquo; that I see with a transition such as this.</p> <p> ________________________________________</p> <h2> Let&rsquo;s Wrap This Up.</h2> <p> So, if I were to wrap this all up in a neat little bow, what I&rsquo;d like to get across to people is that yes, while we&rsquo;re trying something new and we&rsquo;ve hit some sizable speed bumps so far (surely the first of several), many of us are confident that we can tackle these problems. It&rsquo;s been great to see such interest in what&rsquo;s been happening at our company, but there are so many great companies out there that deserve your attention and support for driving employee empowerment, transparency and self-organization (Buffer and @Medium come to mind). So please, spread the love!</p> <p> Oh, and try to keep the negativity to yourself. Nobody needs that.</p> </div> Tue, 22 Sep 2015 09:00:00 GMT https://www.zapposinsights.com/blog/item/thanks-for-all-of-your-concern-butan-inside-perspective-on-the-changes-at-zapposcom Kandis: What Culture Means To Me https://www.zapposinsights.com/blog/item/kandis-what-culture-means-to-me <p class="date"> 09/16/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 09/16/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="//ws.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="//ws.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> Continuing our series of employees sharing what the Zappos culture means to them, we have Kandis, one of our product managers, sharing her perspective and telling a story about her journey.</p> </div><div class="summary"> <p> Continuing our series of employees sharing what the Zappos culture means to them, we have Kandis, one of our product managers, sharing her perspective and telling a story about her journey.</p> </div> <div class="html clearfix clear"> <p> I started at Zappos 5 1/2 years ago. My brother, who also works here, gave me a pep talk before my interview. &ldquo;Just be yourself&rdquo; was the last thing he said. Nervous and wearing my best interview mask, I eagerly tried to make a good impression. As the interview went on my nerves faded and it felt more like I was sitting with a friend, talking, laughing, and even telling an embarrassing story about myself. It was amazing. I was actually being myself and not just the person I thought they wanted to meet.</p> <p> &nbsp;</p> <p> Culture means I bring the real me into the office, the one who laughs too loudly and is known to swear on occasion. Where<img alt="" class="img-thumbnail img-responsive" src="https://www.zapposinsights.com/files/accounts/zappos/assets/images/kandis.png" style="width: 352px; height: 500px; float: right; margin: 15px;" /> my love of dogs and tacos is celebrated. In this culture I have found more than a job, I have found a home. I do not have coworkers, I have friends. I do not hide my mistakes. Instead, I am supported, challenged, and trusted. We are all in this together.</p> <p> &nbsp;</p> <p> Two years ago I took a leap of faith and moved from being in a leadership position in our Customer Loyalty Team to a content creator for our Labs team. Our Labs team is a research and development team based out of San Francisco that creates innovative retail experiments. On the one hand, I was thrilled to take on a new adventure. On the other, I felt like I was playing catcher in the majors without a glove. I had no technical experience and was afraid. As soon as I joined the Labs team I was being encouraged to sit in on meetings, provide feedback, and jump into projects. Slowly, I became more comfortable, feeling less restricted by my background and fears because my team believed in me. I did too. I have learned skills and taken on tasks I would have been too afraid to do, all because of the support I received. I could not be more grateful for the group that I get to work with. It is their belief in me that tells me together we can tackle anything, I can tackle anything.</p> <p> &nbsp;</p> <p> Culture is not about wanting to be the same. The magic of the Zappos Culture comes from people coming together, supporting each other, encouraging each other, and growing together.</p> </div> <div class="html clearfix clear"> <p> I started at Zappos 5 1/2 years ago. My brother, who also works here, gave me a pep talk before my interview. &ldquo;Just be yourself&rdquo; was the last thing he said. Nervous and wearing my best interview mask, I eagerly tried to make a good impression. As the interview went on my nerves faded and it felt more like I was sitting with a friend, talking, laughing, and even telling an embarrassing story about myself. It was amazing. I was actually being myself and not just the person I thought they wanted to meet.</p> <p> &nbsp;</p> <p> Culture means I bring the real me into the office, the one who laughs too loudly and is known to swear on occasion. Where<img alt="" class="img-thumbnail img-responsive" src="https://www.zapposinsights.com/files/accounts/zappos/assets/images/kandis.png" style="width: 352px; height: 500px; float: right; margin: 15px;" /> my love of dogs and tacos is celebrated. In this culture I have found more than a job, I have found a home. I do not have coworkers, I have friends. I do not hide my mistakes. Instead, I am supported, challenged, and trusted. We are all in this together.</p> <p> &nbsp;</p> <p> Two years ago I took a leap of faith and moved from being in a leadership position in our Customer Loyalty Team to a content creator for our Labs team. Our Labs team is a research and development team based out of San Francisco that creates innovative retail experiments. On the one hand, I was thrilled to take on a new adventure. On the other, I felt like I was playing catcher in the majors without a glove. I had no technical experience and was afraid. As soon as I joined the Labs team I was being encouraged to sit in on meetings, provide feedback, and jump into projects. Slowly, I became more comfortable, feeling less restricted by my background and fears because my team believed in me. I did too. I have learned skills and taken on tasks I would have been too afraid to do, all because of the support I received. I could not be more grateful for the group that I get to work with. It is their belief in me that tells me together we can tackle anything, I can tackle anything.</p> <p> &nbsp;</p> <p> Culture is not about wanting to be the same. The magic of the Zappos Culture comes from people coming together, supporting each other, encouraging each other, and growing together.</p> </div> Thu, 17 Sep 2015 03:56:54 GMT https://www.zapposinsights.com/blog/item/kandis-what-culture-means-to-me Zappos Journey To Self-Management: We Don’t Have It All Figured Out! https://www.zapposinsights.com/blog/item/zappos-journey-to-selfmanagement-we-dont-have-it-all-figured-out <p class="date"> 09/02/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 09/02/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="//ws.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="//ws.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> &nbsp;It&rsquo;s a few months into our self-organization journey and it&rsquo;s safe to say we don&rsquo;t have it all figured out. Not even close. And you know what? That&rsquo;s ok!</p> </div><div class="summary"> <p> &nbsp;It&rsquo;s a few months into our self-organization journey and it&rsquo;s safe to say we don&rsquo;t have it all figured out. Not even close. And you know what? That&rsquo;s ok!</p> </div> <div class="html clearfix clear"> <p> Our offices have been buzzing about all things &ldquo;Teal&rdquo; lately.&nbsp;(Read more about what this means here: <a href="http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh">http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh</a>). In addition to our San Francisco Labs team hosting a local self-organization meet up at its office, there was recently a &ldquo;Teal Summit&rdquo; where people gathered to focus on the progress we&rsquo;ve made and talk about what going &ldquo;Teal&rdquo; means for Zappos. These thoughts ranged from &ldquo;a group of people who are self-aware enough to see where they need to contribute&rdquo; to &ldquo;accountability and responsibility to the company and each other.&quot;</p> <p> &nbsp;</p> <p> As we share what&rsquo;s worked and what hasn&rsquo;t, we can appreciate where this journey&rsquo;s taking us and all that we&rsquo;ve learned so far. Here are some of our discoveries.</p> <h2> <strong>What&rsquo;s working well:</strong></h2> <p> <b><i>We&rsquo;re Developing New Leaders</i></b></p> <p> In Holacracy, there is no traditional hierarchy but there is a hierarchy of work that is clearly tied to a purpose. Each &ldquo;circle&rdquo; (or team) has a &ldquo;Lead Link&rdquo;(learn more about this here: <a href="http://www.holacracy.org/the-lead-link-role-in-holacracy/">http://www.holacracy.org/the-lead-link-role-in-holacracy/</a>). Many times, these are people who may not have previously held a managerial role within the company. With about 500 circles formed so far at Zappos, it&rsquo;s estimated that 300 of those Lead Links are new leaders. Wow. Employee development classes are being created to give people the tools they need to be successful in our new ecosystem. In addition to classes, people are finding mentors to support these new roles. Lead Link Danielle Kelly says, &ldquo;Without having someone there to guide me along and give me advice, I don&rsquo;t know that I would be where I am today. &ldquo;In both Teal and Holacracy, we don&rsquo;t have managers, but as human beings we need the support and help from someone with experience. Once I was able to get my footing with one circle, it became a lot easier to protect and support my circles going forward.&quot;</p> <p> &nbsp;</p> <p> <b><i>Innovation is being supported more than ever</i></b></p> <p> Some say that corporate hierarchy hinders innovation. To get fresh initiatives off the ground in a command-and-control environment, you have to pass through a seemingly endless chain of command. Usually, by the time the idea is implemented, it&rsquo;s no longer as innovative or may have evolved through numerous feedback loops, so it barely resembles the original idea. This may not always be the case, but is something that has happened at Zappos. In the sense and respond world of Holacracy, we encourage everyone in the company to bring up tensions (gaps between where we are and where we could be) freely. In meetings, there is a process that allows circles (teams) and ideas to be created, as long as it doesn&rsquo;t cause the company harm or move us backward. Ideas are flowing and people feel supported to make those ideas happen. There&rsquo;s even a circle within the company that was created as a placeholder to help experiments get off the ground. Some of the ideas coming from this circle range from improving employee business travel to wowing customers with a customized virtual fitting room experience.</p> <p> &nbsp;</p> <p> In the past we&rsquo;ve been able to stay on top of the social media trend by engaging customers on Twitter, something most companies weren&rsquo;t doing at the time. With the cross-funtional teams in a Holacratic environment, we&rsquo;ve been able to bring ideas together from our Customer Loyalty and Social Media teams to continue to push the envelope and create new experiences. From the forming of our CLT (Customer Loyalty Team) Social circle, we&rsquo;ve even pushed forward a service called Ask Zappos, where any user can send us a picture of an item they want and our team will find the exact match within 24 hours.&nbsp;</p> <p> &nbsp;</p> <p> <b><i>Motivation and Trust Are Going Hand In Hand</i></b></p> <p> A question that often comes up is how do you keep people motivated without a &ldquo;boss&rdquo;? In short, the answer is trust. With great responsibility comes great freedom. Paul Green from Morningstar, a company that practices self-management, says it best, &ldquo;you can&rsquo;t ask someone to take total responsibility, if you&rsquo;re not gonna give them total freedom.&rdquo; (You can view his full talk here: http://www.mixmashup.org/video/paul-green-mashup-talk) People should have freedom to make the decisions needed to do their work and to push the company forward. With that trust, people become accountable for their actions and to each other.</p> <p> &nbsp;</p> <p> How do you get that trust established? For us at Zappos, it starts with the hiring process. Recruiting for culture fits helps us get the right people in the door. From here, we lay the foundation in our New Hire Training program, which every employee must complete. With the right training and tools in place, everyone is empowered and trusted to make decisions with our Core Values being there to guide them.</p> <p> &nbsp;</p> <h2> What we&rsquo;re working on:</h2> <p> <em><strong>Compensation and Progression</strong></em></p> <p> With employees filling roles across multiple teams and departments , we have to devise a system to make sure people are being compensated for the work they are doing. We&rsquo;re exploring a badging system where skills and work can be turned into badges with requirements that allow people to earn them and can even be tied to compensation. Some of the badges already created include a Holacracy embracer and mentorship badge.</p> <p> &nbsp;</p> <p> <b><i>Feedback and Accountability</i></b></p> <p> In the absence of traditional managers, we are developing a peer-based feedback system to hold each other accountable. &nbsp;Our first step in this direction is a Conflict Resolution class to teach people how to talk through difficult situations and be open with one another.</p> <p> &nbsp;</p> <p> In the end, there is no &ldquo;Teal&rdquo; checklist. &nbsp;It&rsquo;s not an end state but an ongoing journey. We don&rsquo;t have all the answers but that&rsquo;s not the point; in a Teal mindset, an organization is seen as a living entity with its own creative potential and evolutionary purpose. It&rsquo;s up to us to listen to that purpose and evolve along with the company. As we continue to grow, we&rsquo;ll learn from what works and, more importantly, what doesn&rsquo;t.</p> <p> &nbsp;</p> <p> &ldquo;An organization&#39;s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.&rdquo;&nbsp;</p> <p> - Jack Welch</p> <p> &nbsp;</p> <p> We&rsquo;ll keep you updated on our progress in our Teal journey in later blog posts!</p> <p> &nbsp;</p> <p> Share your thoughts below! &nbsp;With what you know about self-organization so far, what things is your company currently doing that fits in with the &ldquo;Teal&rdquo; mindset?</p> </div> <div class="html clearfix clear"> <p> Our offices have been buzzing about all things &ldquo;Teal&rdquo; lately.&nbsp;(Read more about what this means here: <a href="http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh">http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh</a>). In addition to our San Francisco Labs team hosting a local self-organization meet up at its office, there was recently a &ldquo;Teal Summit&rdquo; where people gathered to focus on the progress we&rsquo;ve made and talk about what going &ldquo;Teal&rdquo; means for Zappos. These thoughts ranged from &ldquo;a group of people who are self-aware enough to see where they need to contribute&rdquo; to &ldquo;accountability and responsibility to the company and each other.&quot;</p> <p> &nbsp;</p> <p> As we share what&rsquo;s worked and what hasn&rsquo;t, we can appreciate where this journey&rsquo;s taking us and all that we&rsquo;ve learned so far. Here are some of our discoveries.</p> <h2> <strong>What&rsquo;s working well:</strong></h2> <p> <b><i>We&rsquo;re Developing New Leaders</i></b></p> <p> In Holacracy, there is no traditional hierarchy but there is a hierarchy of work that is clearly tied to a purpose. Each &ldquo;circle&rdquo; (or team) has a &ldquo;Lead Link&rdquo;(learn more about this here: <a href="http://www.holacracy.org/the-lead-link-role-in-holacracy/">http://www.holacracy.org/the-lead-link-role-in-holacracy/</a>). Many times, these are people who may not have previously held a managerial role within the company. With about 500 circles formed so far at Zappos, it&rsquo;s estimated that 300 of those Lead Links are new leaders. Wow. Employee development classes are being created to give people the tools they need to be successful in our new ecosystem. In addition to classes, people are finding mentors to support these new roles. Lead Link Danielle Kelly says, &ldquo;Without having someone there to guide me along and give me advice, I don&rsquo;t know that I would be where I am today. &ldquo;In both Teal and Holacracy, we don&rsquo;t have managers, but as human beings we need the support and help from someone with experience. Once I was able to get my footing with one circle, it became a lot easier to protect and support my circles going forward.&quot;</p> <p> &nbsp;</p> <p> <b><i>Innovation is being supported more than ever</i></b></p> <p> Some say that corporate hierarchy hinders innovation. To get fresh initiatives off the ground in a command-and-control environment, you have to pass through a seemingly endless chain of command. Usually, by the time the idea is implemented, it&rsquo;s no longer as innovative or may have evolved through numerous feedback loops, so it barely resembles the original idea. This may not always be the case, but is something that has happened at Zappos. In the sense and respond world of Holacracy, we encourage everyone in the company to bring up tensions (gaps between where we are and where we could be) freely. In meetings, there is a process that allows circles (teams) and ideas to be created, as long as it doesn&rsquo;t cause the company harm or move us backward. Ideas are flowing and people feel supported to make those ideas happen. There&rsquo;s even a circle within the company that was created as a placeholder to help experiments get off the ground. Some of the ideas coming from this circle range from improving employee business travel to wowing customers with a customized virtual fitting room experience.</p> <p> &nbsp;</p> <p> In the past we&rsquo;ve been able to stay on top of the social media trend by engaging customers on Twitter, something most companies weren&rsquo;t doing at the time. With the cross-funtional teams in a Holacratic environment, we&rsquo;ve been able to bring ideas together from our Customer Loyalty and Social Media teams to continue to push the envelope and create new experiences. From the forming of our CLT (Customer Loyalty Team) Social circle, we&rsquo;ve even pushed forward a service called Ask Zappos, where any user can send us a picture of an item they want and our team will find the exact match within 24 hours.&nbsp;</p> <p> &nbsp;</p> <p> <b><i>Motivation and Trust Are Going Hand In Hand</i></b></p> <p> A question that often comes up is how do you keep people motivated without a &ldquo;boss&rdquo;? In short, the answer is trust. With great responsibility comes great freedom. Paul Green from Morningstar, a company that practices self-management, says it best, &ldquo;you can&rsquo;t ask someone to take total responsibility, if you&rsquo;re not gonna give them total freedom.&rdquo; (You can view his full talk here: http://www.mixmashup.org/video/paul-green-mashup-talk) People should have freedom to make the decisions needed to do their work and to push the company forward. With that trust, people become accountable for their actions and to each other.</p> <p> &nbsp;</p> <p> How do you get that trust established? For us at Zappos, it starts with the hiring process. Recruiting for culture fits helps us get the right people in the door. From here, we lay the foundation in our New Hire Training program, which every employee must complete. With the right training and tools in place, everyone is empowered and trusted to make decisions with our Core Values being there to guide them.</p> <p> &nbsp;</p> <h2> What we&rsquo;re working on:</h2> <p> <em><strong>Compensation and Progression</strong></em></p> <p> With employees filling roles across multiple teams and departments , we have to devise a system to make sure people are being compensated for the work they are doing. We&rsquo;re exploring a badging system where skills and work can be turned into badges with requirements that allow people to earn them and can even be tied to compensation. Some of the badges already created include a Holacracy embracer and mentorship badge.</p> <p> &nbsp;</p> <p> <b><i>Feedback and Accountability</i></b></p> <p> In the absence of traditional managers, we are developing a peer-based feedback system to hold each other accountable. &nbsp;Our first step in this direction is a Conflict Resolution class to teach people how to talk through difficult situations and be open with one another.</p> <p> &nbsp;</p> <p> In the end, there is no &ldquo;Teal&rdquo; checklist. &nbsp;It&rsquo;s not an end state but an ongoing journey. We don&rsquo;t have all the answers but that&rsquo;s not the point; in a Teal mindset, an organization is seen as a living entity with its own creative potential and evolutionary purpose. It&rsquo;s up to us to listen to that purpose and evolve along with the company. As we continue to grow, we&rsquo;ll learn from what works and, more importantly, what doesn&rsquo;t.</p> <p> &nbsp;</p> <p> &ldquo;An organization&#39;s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.&rdquo;&nbsp;</p> <p> - Jack Welch</p> <p> &nbsp;</p> <p> We&rsquo;ll keep you updated on our progress in our Teal journey in later blog posts!</p> <p> &nbsp;</p> <p> Share your thoughts below! &nbsp;With what you know about self-organization so far, what things is your company currently doing that fits in with the &ldquo;Teal&rdquo; mindset?</p> </div> Thu, 03 Sep 2015 04:22:39 GMT https://www.zapposinsights.com/blog/item/zappos-journey-to-selfmanagement-we-dont-have-it-all-figured-out August 2015 All Hands Meeting Live Blog https://www.zapposinsights.com/blog/item/august-2015-all-hands-meeting-live-blog <p class="date"> 08/12/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <p class="date"> 08/12/2015 &nbsp;&nbsp;&nbsp;&nbsp; </p> <script type="text/javascript">var switchTo5x=true;</script> <script type="text/javascript" src="//ws.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="//ws.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> Follow the August 2015 Zappos All Hands Meeting with our live blogging of the event.</p> </div><div class="summary"> <p> Follow the August 2015 Zappos All Hands Meeting with our live blogging of the event.</p> </div> <div class="html clearfix clear"> <style type="text/css"> #ahm li{ display: list-item; margin-left: 20px; list-style-type: disc; color: #000; }</style> <div id="ahm"> <h2 style="font-family: 'Helvetica Neue'; font-size: 14px;"> We&rsquo;re looking forward to sharing our Q3 All Hands Meeting with you today.&nbsp;Keep checking back for updates on all of the exciting things going on around Zappos. The fun begins at 1pm PST and will continue until 5pm PST.&nbsp;</h2> <h2 style="font-family: 'Helvetica Neue'; font-size: 14px;"> &nbsp;</h2> <p> <span style="font-size:14px;"><strong><i>Tony&#39;s Intro</i></strong></span></p> <ul> <li> <span style="font-size:14px;">We briefly touched on the concepts of Teal for our guests- self-management, wholeness, and evolutionary purpose (read more about what this means here: <a href="http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh">http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh</a>)</span></li> <li> <span style="font-size:14px;">&quot;What is the difference between Teal and Holocaracy? Think of Holacarcy as the letter of the law and Teal as the spirit of the law&quot;</span></li> <li> <span style="font-size:14px;">What are the different directions we can go to leverage the things we currently have?</span></li> <li> <span style="font-size:14px;">We have over 500 circles in Holacarcy. How can they evolve? Each circle should strive to be enterpreunerial&nbsp;</span></li> <li> <span style="font-size:14px;">How do you tie each employees purpose with the purpose of the company?</span></li> <li> <span style="font-size:14px;">Later today you&#39;ll hear people&#39;s stories about how Holacracy has enabled them to do things they weren&#39;t able to do previously</span></li> <li> <span style="font-size:14px;">Think about Google X- they can explore different lines of business and we hope to be able to eventually do the same at Zappos</span></li> <li> <span style="font-size:14px;">What separates humans from other species? It&#39;s our ability to organize socially&nbsp;</span></li> <li> <span style="font-size:14px;">How companies are organized has&#39;t changed over the last hundred years</span></li> <li> <span style="font-size:14px;">This command and control structure only works when the world doesn&#39;t change; but the world around us is constantly changing</span></li> <li> <span style="font-size:14px;">Look at prominent companies that have went out of business- they weren&#39;t able to adapt to change</span></li> <li> <span style="font-size:14px;">What excites me about what Zappos is doing is that we&#39;re finding a new way for humans to organize</span></li> <li> <span style="font-size:14px;">We can share our learnings with other companies and allow them to organize and solve bigger issues to make an impact</span></li> <li> <span style="font-size:14px;">I believe what we&#39;re doing is gonna have a ripple affect that it will affect over a billion people on Earth</span></li> <li> <span style="font-size:14px;">We get thanked by companies who we have been able to make an impact on with our story and culture- Airbnb has been one</span></li> <li> <span style="font-size:14px;">Joseph Campell &quot;Hero&#39;s Impact&quot;- He did research and found that in most stories, the heroes followed the same journeys (think about The Matrix, Star Wars, etc., check it out here:&nbsp;http://lincoln.debbieyoon.com/wp-content/uploads/2013/01/The_Hero__s_Journey_by_Dunlavey.jpeg)&nbsp;</span></li> <li> <span style="font-size:14px;">Once upon a &nbsp;time an ordinary guy lived an ordinary life, there is a call to adventure, they decide to keave the safety of what they know into the unknown, through that process they go back home and spread to the community what they now know</span></li> <li> <span style="font-size:14px;">The reason these stories resonate with us is because we see ourselves inside the hero</span></li> <li> <span style="font-size:14px;">As humans our default is to imitate. Kids do this watching adults. When we don&#39;t know the answers, we look around and that has proven to be biologically successful</span></li> <li> <span style="font-size:14px;">Over time, by doing this you start to lose a sense of yourself.</span></li> <li> <span style="font-size:14px;">Thinking of command and control structure, just because everyone else is doing it, does not mean there isn&#39;t a better way</span></li> <li> <span style="font-size:14px;">Holacracy is about enabling Hero-acracy....let&#39;s trademark that!</span></li> <li> <span style="font-size:14px;">We have gone through a lot of hero&#39;s jouneys here at Zappos- selling shoes online, building a customer service brand online, culture, core values</span></li> <li> <span style="font-size:14px;">There is the hero&#39;s journey as a company and indivually though all the challenges in life. Different people are at different parts of their journey</span></li> <li> <span style="font-size:14px;">I want to say that I am super excited to be on this journey with all of you</span></li> </ul> <div style="font-family:'Helvetica Neue';font-size:14px;"> &nbsp;</div> <div style="font-family:'Helvetica Neue';font-size:14px;"> <div> <em><strong>Fred and Arun- Our Teal Journey and Future Considerations Workshop</strong></em></div> <ul> <li> Where you are in the journey is the right place to be</li> <li> A group of us attended a 3 day workshop with a company called Future Considerations</li> <li> As the workshop went on, some lightbulbs went off</li> <li> Think of our joruney as a train: When we first adopted Holacracy we had the engine (early adopters), most of us were in the cars (read emails and communications but weren&#39;t fully sure of what exactly is going on), then you have the caboose (people who weren&#39;t practicing Holacracy)</li> <li> 14% of people left the company, that leaves 86% of people who are fully commited to the Teal journey</li> <li> Teal is not black or white, in or out</li> <li> We&#39;re all at different places in our journey but wherever we are, is the right place to be. We&#39;re all here figuring this out together.</li> <li> There have been people expressing frustration with all the chnages going on- out of the workshop the notion of &quot;if the system isn&#39;t working, you need to raise your tension (a gap between where are and where we can be)&quot; came up</li> <li> Bringing up tensions is a gift to the company. This may not be the norm for most companies, but we have the opportunity to use our frustration to make meaningful changes</li> <li> It takes 10,000 hours or 5 years of practice to become an expert</li> <li> It&#39;s up to us to raise tensions- whether you need to raise 60 or 1,000 tensions, the more comfortable you get the better you are at it</li> <li> If a 100 people brought up 100 tensions, you&#39;d have 100 incremental improvements within the orgnaization</li> <li> Evolution is always moving towards higher orders of complexity, we want to keep it simple. Everyone should be able to understand the information being sent regarding Teal</li> <li> How can we simplify and disseminate information for everyone so that we&#39;re not innundated and stressed about these changes?</li> <li> A circle (team) called Teal Made Simple was created to help streamline the information sent out to the company</li> <li> There are some Teal myths that need to be debunked</li> <li> Misconception 1: There is no hierarchy- &nbsp;Actually a political hierarchy is replaced with a hierarchy of purpose. People within the company that have proven their dependability and expertise will be trusted to become leaders</li> <li> Misconception 2- If you&#39;re not Teal, you&#39;re not a &quot;culture fit&quot;- Not true! These aren&#39;t not the same thing. We should all look to create value within the company</li> <li> Misconception 3- Teal is the end of the journey!- Not true. The Zappos story is constantly evolving</li> </ul> <p> &nbsp;</p> <b><i>John Bunch- Holacracy Update</i></b><br /> <ul> <li> You&#39;ve heard a lot about the hero&#39;s journey</li> <li> I want to talk about my own personal journey</li> <li> Three years ago, I accepted a position to shadow Tony. I helped with a lot of ideas but didn&#39;t find my passion</li> <li> As I worked on Holacracy implementation, I found that that purpose matched my own</li> <li> Where is the intersection between your own purpose and the Zappos purpose?</li> <li> I hope that everyone uses Holacracy to do that for themselves</li> <li> There has been peaks and valleys. Two years into our journey, we want to highlight our peaks</li> <li> We are 100% launched in Holacracy, we celebrated Holacracy heroes who went above and beyond to help the company by recognizing them on stage.</li> <li> We played a video asking employees how they feel about how Holacracy is going</li> <li> Among the honest answers were, &quot;It&#39;s easier to do my work without asking permission&quot;, &quot;I can speak my mind, it helps to prioritize my work&quot;, &quot;seeing who does what work adds more clarity&quot;, &quot;sometimes we spend more time talking about the work versus doing the work&quot;, &quot;there are still certain people who are not all in&quot;, to the fun and weird &quot;fannypacks improve efficiency&quot;.</li> <li> Holacracy is a system and process that has a lot of rules. We need to learn how to leverage these rules</li> <li> More importantly, we need to find out how we can inspire people through Holacracy</li> <li> The people are the reason why the company is so special and we need to focus on the relationships. How do we make Zappos a better place for everyone and not just for ourselves?</li> <li> Who do you come to work for? We had employees share stories of people that inspire them</li> <li> Transitioning from this, we led into a segment where employees were able to come on stage and give thanks to others&nbsp;</li> <li> Among the thanks were Zappos as a whole, mentors, Holacracy, and various leaders within the company who go above and beyond, as well as a new hire who had a wish granted by other employees for her son.</li> </ul> <p> &nbsp;</p> <p> <span style="font-size:14px;"><em><strong>Miguel &amp; Ryan- Przm</strong></em></span></p> <ul> <li> We highlighted this recently created art circle- first big project was an art mural on the way to the company Bistro</li> <li> Ryan Brunty talked about his journey (check out his work here: <a href="http://ryanbrunty.storenvy.com/collections/512797-depressed-monsters">http://ryanbrunty.storenvy.com/collections/512797-depressed-monsters</a>)</li> <li> Miguel Hernandez- Zappos gave me the opportunity to pursue my passion to create. The biggest impact you can make, is the one you leave behind</li> </ul> <p> &nbsp;</p> <p> <span style="font-size:14px;"><em><strong>Best Customer Strategy</strong></em></span></p> <ul> <li> &quot;A great brand is a story that never stops unfolding&quot;</li> <li> Two years ago, we could feel that Zappos wasn&#39;t healthy. How could we change the company strategy and do something different?</li> <li> What did our customers value about us? What did we value about them?</li> <li> Best Customer Strategy- highly engaged and highly profitable customers. How do we retain and grow this customer base?</li> <li> Focusing on the right product selection, moving away from marketing and focusing on long-term relationships instead</li> <li> How do we engage our customers? What do they like?</li> <li> At the end of the day, our Customer Loyalty Team is at the core. They are the eyes and ears of the customers</li> <li> How do we make this strategy successful?</li> <li> Think about how what you do impacts the customer</li> <li> Think about how what you do builds the Zappos brand/story</li> </ul> </div> <div style="font-family:'Helvetica Neue';font-size:14px;"> &nbsp;</div> <div style="font-family:'Helvetica Neue';font-size:14px;"> &nbsp;</div> <div style="font-family:'Helvetica Neue';font-size:14px;"> <span style="font-size:14px;"><em><strong>Dan Ariely- External Speaker</strong></em></span></div> <ul> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> You can check out some of Dan&#39;s previous talks here: <a href="http://danariely.com/speaking/">http://danariely.com/speaking/</a></li> </ul> <p style="font-family: 'Helvetica Neue'; font-size: 14px;"> &nbsp;</p> <p style="font-family: 'Helvetica Neue'; font-size: 14px;"> <em><strong>Brief Company-Wide Updates</strong></em></p> <ul> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> <strong>Zappos Interns-</strong> We showed a video featuring our 2016 interns talking about their experience being part of the Zappos family</li> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> <strong>Zappos Events-</strong> Our employee events team talked about upcoming Zappos sponsored events including PRIDE</li> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> <strong>Culture Gatekeepers-</strong> An overview on our Core Values and how as the basis of our culture, these values are still relevant in a self-managed enviroment</li> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> <strong>Women Empowered-</strong> Empowering women across the company to fullfill their potential through mentorship and communication. We celebrated a &quot;Superwoman&quot; who was recognized on stage for her accomplishments in Tech</li> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> <strong>Why Discovery Workshop-</strong> Helping Zappos employees find their purpose through the Simon Sinek &quot;Why Discovery Workshop&quot; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;(check out more information here:&nbsp;<a href="https://www.startwithwhy.com">https://www.startwithwhy.com</a>)</li> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> <strong>Why Space Circle-</strong> Supporting Zappos employees as they find new roles within the company that fits their individual purpose</li> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> <strong>Think Circle-</strong> Formed from a previous All Hands activity, this circle has focused on unconvential marketing campaigns which includes a video that aired on New Year&#39;s Eve in Times Square (View the full video here: <a href="https://www.youtube.com/watch?v=tKgedZCbQJ0">https://www.youtube.com/watch?v=tKgedZCbQJ0</a>)&nbsp;Future projects are centered around giving customers unique experiences and showing that Zappos is not just an online retailer</li> </ul> <p style="font-family: 'Helvetica Neue'; font-size: 14px;"> &nbsp;</p> <p style="font-family: 'Helvetica Neue'; font-size: 14px;"> <em><strong>Wrapping Up:</strong></em></p> <p style="font-family: 'Helvetica Neue'; font-size: 14px;"> Another great meeting with plenty of updates and food for thought.&nbsp;</p> <p style="font-family: 'Helvetica Neue'; font-size: 14px;"> &nbsp;</p> <p style="font-family: 'Helvetica Neue'; font-size: 14px;"> <em><strong>From these All Hands topics, which would you like to learn more about?</strong></em></p> <div style="font-family:'Helvetica Neue';font-size:14px;"> &nbsp;</div> </div> </div> <div class="html clearfix clear"> <style type="text/css"> #ahm li{ display: list-item; margin-left: 20px; list-style-type: disc; color: #000; }</style> <div id="ahm"> <h2 style="font-family: 'Helvetica Neue'; font-size: 14px;"> We&rsquo;re looking forward to sharing our Q3 All Hands Meeting with you today.&nbsp;Keep checking back for updates on all of the exciting things going on around Zappos. The fun begins at 1pm PST and will continue until 5pm PST.&nbsp;</h2> <h2 style="font-family: 'Helvetica Neue'; font-size: 14px;"> &nbsp;</h2> <p> <span style="font-size:14px;"><strong><i>Tony&#39;s Intro</i></strong></span></p> <ul> <li> <span style="font-size:14px;">We briefly touched on the concepts of Teal for our guests- self-management, wholeness, and evolutionary purpose (read more about what this means here: <a href="http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh">http://www.zapposinsights.com/blog/item/a-memo-from-tony-hsieh</a>)</span></li> <li> <span style="font-size:14px;">&quot;What is the difference between Teal and Holocaracy? Think of Holacarcy as the letter of the law and Teal as the spirit of the law&quot;</span></li> <li> <span style="font-size:14px;">What are the different directions we can go to leverage the things we currently have?</span></li> <li> <span style="font-size:14px;">We have over 500 circles in Holacarcy. How can they evolve? Each circle should strive to be enterpreunerial&nbsp;</span></li> <li> <span style="font-size:14px;">How do you tie each employees purpose with the purpose of the company?</span></li> <li> <span style="font-size:14px;">Later today you&#39;ll hear people&#39;s stories about how Holacracy has enabled them to do things they weren&#39;t able to do previously</span></li> <li> <span style="font-size:14px;">Think about Google X- they can explore different lines of business and we hope to be able to eventually do the same at Zappos</span></li> <li> <span style="font-size:14px;">What separates humans from other species? It&#39;s our ability to organize socially&nbsp;</span></li> <li> <span style="font-size:14px;">How companies are organized has&#39;t changed over the last hundred years</span></li> <li> <span style="font-size:14px;">This command and control structure only works when the world doesn&#39;t change; but the world around us is constantly changing</span></li> <li> <span style="font-size:14px;">Look at prominent companies that have went out of business- they weren&#39;t able to adapt to change</span></li> <li> <span style="font-size:14px;">What excites me about what Zappos is doing is that we&#39;re finding a new way for humans to organize</span></li> <li> <span style="font-size:14px;">We can share our learnings with other companies and allow them to organize and solve bigger issues to make an impact</span></li> <li> <span style="font-size:14px;">I believe what we&#39;re doing is gonna have a ripple affect that it will affect over a billion people on Earth</span></li> <li> <span style="font-size:14px;">We get thanked by companies who we have been able to make an impact on with our story and culture- Airbnb has been one</span></li> <li> <span style="font-size:14px;">Joseph Campell &quot;Hero&#39;s Impact&quot;- He did research and found that in most stories, the heroes followed the same journeys (think about The Matrix, Star Wars, etc., check it out here:&nbsp;http://lincoln.debbieyoon.com/wp-content/uploads/2013/01/The_Hero__s_Journey_by_Dunlavey.jpeg)&nbsp;</span></li> <li> <span style="font-size:14px;">Once upon a &nbsp;time an ordinary guy lived an ordinary life, there is a call to adventure, they decide to keave the safety of what they know into the unknown, through that process they go back home and spread to the community what they now know</span></li> <li> <span style="font-size:14px;">The reason these stories resonate with us is because we see ourselves inside the hero</span></li> <li> <span style="font-size:14px;">As humans our default is to imitate. Kids do this watching adults. When we don&#39;t know the answers, we look around and that has proven to be biologically successful</span></li> <li> <span style="font-size:14px;">Over time, by doing this you start to lose a sense of yourself.</span></li> <li> <span style="font-size:14px;">Thinking of command and control structure, just because everyone else is doing it, does not mean there isn&#39;t a better way</span></li> <li> <span style="font-size:14px;">Holacracy is about enabling Hero-acracy....let&#39;s trademark that!</span></li> <li> <span style="font-size:14px;">We have gone through a lot of hero&#39;s jouneys here at Zappos- selling shoes online, building a customer service brand online, culture, core values</span></li> <li> <span style="font-size:14px;">There is the hero&#39;s journey as a company and indivually though all the challenges in life. Different people are at different parts of their journey</span></li> <li> <span style="font-size:14px;">I want to say that I am super excited to be on this journey with all of you</span></li> </ul> <div style="font-family:'Helvetica Neue';font-size:14px;"> &nbsp;</div> <div style="font-family:'Helvetica Neue';font-size:14px;"> <div> <em><strong>Fred and Arun- Our Teal Journey and Future Considerations Workshop</strong></em></div> <ul> <li> Where you are in the journey is the right place to be</li> <li> A group of us attended a 3 day workshop with a company called Future Considerations</li> <li> As the workshop went on, some lightbulbs went off</li> <li> Think of our joruney as a train: When we first adopted Holacracy we had the engine (early adopters), most of us were in the cars (read emails and communications but weren&#39;t fully sure of what exactly is going on), then you have the caboose (people who weren&#39;t practicing Holacracy)</li> <li> 14% of people left the company, that leaves 86% of people who are fully commited to the Teal journey</li> <li> Teal is not black or white, in or out</li> <li> We&#39;re all at different places in our journey but wherever we are, is the right place to be. We&#39;re all here figuring this out together.</li> <li> There have been people expressing frustration with all the chnages going on- out of the workshop the notion of &quot;if the system isn&#39;t working, you need to raise your tension (a gap between where are and where we can be)&quot; came up</li> <li> Bringing up tensions is a gift to the company. This may not be the norm for most companies, but we have the opportunity to use our frustration to make meaningful changes</li> <li> It takes 10,000 hours or 5 years of practice to become an expert</li> <li> It&#39;s up to us to raise tensions- whether you need to raise 60 or 1,000 tensions, the more comfortable you get the better you are at it</li> <li> If a 100 people brought up 100 tensions, you&#39;d have 100 incremental improvements within the orgnaization</li> <li> Evolution is always moving towards higher orders of complexity, we want to keep it simple. Everyone should be able to understand the information being sent regarding Teal</li> <li> How can we simplify and disseminate information for everyone so that we&#39;re not innundated and stressed about these changes?</li> <li> A circle (team) called Teal Made Simple was created to help streamline the information sent out to the company</li> <li> There are some Teal myths that need to be debunked</li> <li> Misconception 1: There is no hierarchy- &nbsp;Actually a political hierarchy is replaced with a hierarchy of purpose. People within the company that have proven their dependability and expertise will be trusted to become leaders</li> <li> Misconception 2- If you&#39;re not Teal, you&#39;re not a &quot;culture fit&quot;- Not true! These aren&#39;t not the same thing. We should all look to create value within the company</li> <li> Misconception 3- Teal is the end of the journey!- Not true. The Zappos story is constantly evolving</li> </ul> <p> &nbsp;</p> <b><i>John Bunch- Holacracy Update</i></b><br /> <ul> <li> You&#39;ve heard a lot about the hero&#39;s journey</li> <li> I want to talk about my own personal journey</li> <li> Three years ago, I accepted a position to shadow Tony. I helped with a lot of ideas but didn&#39;t find my passion</li> <li> As I worked on Holacracy implementation, I found that that purpose matched my own</li> <li> Where is the intersection between your own purpose and the Zappos purpose?</li> <li> I hope that everyone uses Holacracy to do that for themselves</li> <li> There has been peaks and valleys. Two years into our journey, we want to highlight our peaks</li> <li> We are 100% launched in Holacracy, we celebrated Holacracy heroes who went above and beyond to help the company by recognizing them on stage.</li> <li> We played a video asking employees how they feel about how Holacracy is going</li> <li> Among the honest answers were, &quot;It&#39;s easier to do my work without asking permission&quot;, &quot;I can speak my mind, it helps to prioritize my work&quot;, &quot;seeing who does what work adds more clarity&quot;, &quot;sometimes we spend more time talking about the work versus doing the work&quot;, &quot;there are still certain people who are not all in&quot;, to the fun and weird &quot;fannypacks improve efficiency&quot;.</li> <li> Holacracy is a system and process that has a lot of rules. We need to learn how to leverage these rules</li> <li> More importantly, we need to find out how we can inspire people through Holacracy</li> <li> The people are the reason why the company is so special and we need to focus on the relationships. How do we make Zappos a better place for everyone and not just for ourselves?</li> <li> Who do you come to work for? We had employees share stories of people that inspire them</li> <li> Transitioning from this, we led into a segment where employees were able to come on stage and give thanks to others&nbsp;</li> <li> Among the thanks were Zappos as a whole, mentors, Holacracy, and various leaders within the company who go above and beyond, as well as a new hire who had a wish granted by other employees for her son.</li> </ul> <p> &nbsp;</p> <p> <span style="font-size:14px;"><em><strong>Miguel &amp; Ryan- Przm</strong></em></span></p> <ul> <li> We highlighted this recently created art circle- first big project was an art mural on the way to the company Bistro</li> <li> Ryan Brunty talked about his journey (check out his work here: <a href="http://ryanbrunty.storenvy.com/collections/512797-depressed-monsters">http://ryanbrunty.storenvy.com/collections/512797-depressed-monsters</a>)</li> <li> Miguel Hernandez- Zappos gave me the opportunity to pursue my passion to create. The biggest impact you can make, is the one you leave behind</li> </ul> <p> &nbsp;</p> <p> <span style="font-size:14px;"><em><strong>Best Customer Strategy</strong></em></span></p> <ul> <li> &quot;A great brand is a story that never stops unfolding&quot;</li> <li> Two years ago, we could feel that Zappos wasn&#39;t healthy. How could we change the company strategy and do something different?</li> <li> What did our customers value about us? What did we value about them?</li> <li> Best Customer Strategy- highly engaged and highly profitable customers. How do we retain and grow this customer base?</li> <li> Focusing on the right product selection, moving away from marketing and focusing on long-term relationships instead</li> <li> How do we engage our customers? What do they like?</li> <li> At the end of the day, our Customer Loyalty Team is at the core. They are the eyes and ears of the customers</li> <li> How do we make this strategy successful?</li> <li> Think about how what you do impacts the customer</li> <li> Think about how what you do builds the Zappos brand/story</li> </ul> </div> <div style="font-family:'Helvetica Neue';font-size:14px;"> &nbsp;</div> <div style="font-family:'Helvetica Neue';font-size:14px;"> &nbsp;</div> <div style="font-family:'Helvetica Neue';font-size:14px;"> <span style="font-size:14px;"><em><strong>Dan Ariely- External Speaker</strong></em></span></div> <ul> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> You can check out some of Dan&#39;s previous talks here: <a href="http://danariely.com/speaking/">http://danariely.com/speaking/</a></li> </ul> <p style="font-family: 'Helvetica Neue'; font-size: 14px;"> &nbsp;</p> <p style="font-family: 'Helvetica Neue'; font-size: 14px;"> <em><strong>Brief Company-Wide Updates</strong></em></p> <ul> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> <strong>Zappos Interns-</strong> We showed a video featuring our 2016 interns talking about their experience being part of the Zappos family</li> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> <strong>Zappos Events-</strong> Our employee events team talked about upcoming Zappos sponsored events including PRIDE</li> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> <strong>Culture Gatekeepers-</strong> An overview on our Core Values and how as the basis of our culture, these values are still relevant in a self-managed enviroment</li> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> <strong>Women Empowered-</strong> Empowering women across the company to fullfill their potential through mentorship and communication. We celebrated a &quot;Superwoman&quot; who was recognized on stage for her accomplishments in Tech</li> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> <strong>Why Discovery Workshop-</strong> Helping Zappos employees find their purpose through the Simon Sinek &quot;Why Discovery Workshop&quot; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;(check out more information here:&nbsp;<a href="https://www.startwithwhy.com">https://www.startwithwhy.com</a>)</li> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> <strong>Why Space Circle-</strong> Supporting Zappos employees as they find new roles within the company that fits their individual purpose</li> <li style="font-family: 'Helvetica Neue'; font-size: 14px;"> <strong>Think Circle-</strong> Formed from a previous All Hands activity, this circle has focused on unconvential marketing campaigns which includes a video that aired on New Year&#39;s Eve in Times Square (View the full video here: <a href="https://www.youtube.com/watch?v=tKgedZCbQJ0">https://www.youtube.com/watch?v=tKgedZCbQJ0</a>)&nbsp;Future projects are centered around giving customers unique experiences and showing that Zappos is not just an online retailer</li> </ul> <p style="font-family: 'Helvetica Neue'; font-size: 14px;"> &nbsp;</p> <p style="font-family: 'Helvetica Neue'; font-size: 14px;"> <em><strong>Wrapping Up:</strong></em></p> <p style="font-family: 'Helvetica Neue'; font-size: 14px;"> Another great meeting with plenty of updates and food for thought.&nbsp;</p> <p style="font-family: 'Helvetica Neue'; font-size: 14px;"> &nbsp;</p> <p style="font-family: 'Helvetica Neue'; font-size: 14px;"> <em><strong>From these All Hands topics, which would you like to learn more about?</strong></em></p> <div style="font-family:'Helvetica Neue';font-size:14px;"> &nbsp;</div> </div> </div> Wed, 12 Aug 2015 08:00:00 GMT https://www.zapposinsights.com/blog/item/august-2015-all-hands-meeting-live-blog