“they're unified. They operate as a team. And then the low performing team was dysfunctional. We don't know what their strategy is. We don't know what value they bring. Can't argue with some of these people in that team b...”
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leadership-developmentorganizational-designexecutive-leadershipperformance-managementchange-management
“basic. You don't need something really fancy to start off with. The content is really the most important thing. I wrote out the same competencies and core values for every team, and then wrote specific skills that scaled...”
“that I had done or we had done collectively in that team. And I think that model, building that out, the HR partners, that business partner mindset or that structure could be put in place and could start working.”
“say that process should include probably like a pilot or like a— pick a group or a team that's like, you know, really good performers, a lot of projects or a lot of agility within that function, and use them as kind of a...”
“a group discussion in terms of how can we collaborate and discuss what we could have done differently to avoid said mistake in the future. We even had this little fail forward trophy, and every time someone made a mistak...”
“build you a leveling structure where you say, what's the difference between manager, senior manager, and a director? What's the difference between senior and principal? That type of thing. Because you need a common verna...”
“or a high-performing team? Like this was the crux of it. It led us to like wanting to debate what is a high-performing team at Eventbrite? What's a low-performing team? What are those sort of behaviors that we're seeing?...”
“Yeah. Yeah. And I'll actually, I will tell you the story of my own team. When I started this job 5 years ago, it was March of 2020. So we all know what happened March of 2020. It was the outbreak of the pandemic of COVID...”
“they were great at work but hadn't been supported on how to lead people. And at this time, it wasn't just a local issue. It was more systemic and reflective of the broader industry norm at the time. So I designed a manag...”
“ratio product had the highest low ratio. They were on the extreme end of low-performing team. And the CEO had to do a double take of it. This doesn't make any sense to me. Why is this accurate? Is this true? What this wa...”
“way up to the C-suite. At Genomenon, I took it a step further and consistently used the same, what we called competencies. So, things like accountability, results, the manager track, that would be like performance manage...”
“I think the first piece I think that anyone needs to consider is what do you want to accomplish? Right? I think when you build out what the program is designed to do, what do you want, maybe as the organizational leader...”