8 lessons on building a company people enjoy working for | The Way We Work, a TED series

586,776 views

2019-02-09 ・ TED


New videos

8 lessons on building a company people enjoy working for | The Way We Work, a TED series

586,776 views ・ 2019-02-09

TED


Please double-click on the English subtitles below to play the video.

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HR jargon makes me crazy.
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We have to have all these stupid acronyms
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that describe things that nobody understands: OKRs and PIPs.
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I think we can run our businesses
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by just talking to each other like regular human beings.
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We might actually get more done.
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[The Way We Work]
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I really always wanted to be an HR professional,
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I wanted to be able to speak the language of management.
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And you know what I've learned after all this time?
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I don't think any of it matters.
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There's all kinds of things that we call "best practices"
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that aren't best practices at all.
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How do we know it's best? We don't measure this stuff.
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In fact, I've learned that "best practices" usually means
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copying what everybody else does.
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Our world is changing and evolving all the time.
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Here are some lessons to help you adapt.
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Lesson one: Your employees are adults.
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You know, we've created so many layers
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and so many processes and so many guidelines
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to keep those employees in place
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that we've ended up with systems that treat people like they're children.
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And they're not.
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Fully formed adults walk in the door every single day.
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They have rent payments, they have obligations,
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they're members of society,
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they want to create a difference in the world.
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So if we start with the assumption
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that everybody comes to work to do an amazing job,
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you'd be surprised what you get.
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Lesson two: The job of management isn't to control people,
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it's to build great teams.
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When managers build great teams, here's how you know it.
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They've done amazing stuff.
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Customers are really happy.
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Those are the metrics that really matter.
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Not the metrics of: "Do you come to work on time?"
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"Did you take your vacation?" "Did you follow the rules?"
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"Did you ask for permission?"
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Lesson three: People want to do work that means something.
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After they do it, they should be free to move on.
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Careers are journeys.
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Nobody's going to want to do the same thing for 60 years.
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So the idea of keeping people for the sake of keeping them
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really hurts both of us.
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Instead, what if we created companies that were great places to be from?
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And everyone who leaves you
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becomes an ambassador for not only your product,
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but who you are and how you operate.
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And when you spread that kind of excitement throughout the world,
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then we make all of our companies better.
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Lesson four: Everyone in your company should understand the business.
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Now, based on the assumption that we've got smart adults here,
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the most important thing we can teach them is how our business works.
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When I look at companies that are moving fast,
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that are really innovative
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and that are doing amazing things with agility and speed,
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it's because they're collaborative.
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The best thing that we can do is constantly teach each other what we do,
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what matters to us, what we measure, what goodness looks like,
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so that we can all drive towards achieving the same thing.
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Lesson five: Everyone in your company should be able to handle the truth.
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You know why people say giving feedback is so hard?
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They don't practice.
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Let's take the annual performance review.
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What else do you do in your whole life that you're really good at
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that you only do once a year?
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Here's what I found:
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humans can hear anything if it's true.
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So let's rethink the word "feedback,"
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and think about it as telling people the truth, the honest truth,
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about what they're doing right and what they're doing wrong,
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in the moment when they're doing it.
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That good thing you just did, whoo!
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That's exactly what I'm talking about.
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Go do that again.
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And people will do that again, today, three more times.
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Lesson six: Your company needs to live out its values.
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I was talking to a company not long ago, to the CEO.
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He was having trouble because the company was rocky
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and things weren't getting done on time,
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and he felt like things were sloppy.
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This also was a man who, I observed,
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never showed up to any meeting on time.
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Ever.
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If you're part of a leadership team,
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the most important thing that you can do to "uphold your values" is to live them.
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People can't be what they can't see.
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We say, "Yes, we're here for equality,"
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and then we proudly pound our chest
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because we'd achieved 30 percent representation of women
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on an executive team.
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Well that's not equal, that's 30 percent.
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Lesson seven: All start-up ideas are stupid.
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I spend a lot of time with start-ups,
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and I have a lot of friends that work in larger, more established companies.
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They are always pooh-poohing the companies that I work with.
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"That is such a stupid idea."
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Well, guess what: all start-up ideas are stupid.
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If they were reasonable, somebody else would have already been doing them.
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Lesson eight: Every company needs to be excited for change.
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Beware of the smoke of nostalgia.
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If you find yourself saying, "Remember the way it used to be?"
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I want you to shift your thinking to say,
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"Think about the way it's going to be."
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If I had a dream company,
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I would walk in the door and I would say,
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"Everything's changed, all bets are off.
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We were running as fast as we can to the right,
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and now we'll take a hard left."
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And everybody would go "Yes!"
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It's a pretty exciting world out there, and it's changing all the time.
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The more we embrace it and get excited about it,
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the more fun we're going to have.
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