Learning & Democratic Workplaces
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Learning & Democratic Workplaces Daniel Debow co-founder + co-CEO | Rypple
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Learning workplaces are highly motivational. In order to learn you need fast feedback loops. Daniel Debow, co-founder + co-CEO of Rypple, attended The WorldBlu Conference + Awards 2010 in Las Vegas this past week. The conference brings together this year’s WorldBlu List of Most Democratic Workplaces awardees to share their powerful ideas, best practices, tips and strategies with business leaders from around the world. Since 2007, WorldBlu has been identifying the leading “blu” companies that operate using the principles of openness and transparency, collaboration, and a power-to-the-people ethic to build highly innovative, democratic, and profitable organizations worldwide. Debow focuses on 4 key ideas throughout the presentation: 1. Democratic workplaces must be learning workplaces 2. Learning organizations are inherently lean 3. Traditional performance reviews don’t help us motivate or learn 4. A better way to learn @work And introducing: An open collaboration among democratic companies to lay down few principles of The Agile People revolution.
Transcript of Learning & Democratic Workplaces
Learning & Democratic Workplaces
Daniel Debowco-founder + co-CEO | Rypple
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Education is a human right with immense power to transform. On its foundation rest the cornerstones of freedom, democracy and sustainable human development.
Kofi Annan
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Four ideas
1 Democratic workplaces must be learning workplaces
2 Learning organizations are inherently lean
3 Traditional performance reviews don’t help us motivate or learn
4 A better way to learn @work
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Democratic workplaces must be learning workplaces
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Learning workplaces are highly motivational
“Meaning is the new money.”
– Daniel Pink
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Source: June 2009 McKinsey global survey of 1,047 executives, managers, and employees from a range of sectors
More effective ✓ Used less often ✗
Recognition: the new way to motivate
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Learning organizations are inherently lean2
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Lean in Manufacturing (c. 1948)
“Develop human ability to its fullest capacity to best enhance creativity and fruitfulness
Utilize facilities and machines well
Eliminate all waste”
* Taiichi Ono
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Forecast demand+ Build inventory
Customer buys+ “old” designs+ Fire-sales
Old wayStore at lots & dealers
vs.
Build Car
Market feedback
Market feedback
Lean way
Build Car
Build Car
learn learn learn
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Lean in Software Development (c. 2001)
“Empower teams
Amplify learning
Eliminate waste
Above all, create Value!”* Mary Poppendieck
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Paper Specs/Plans
Major Launch
Big Build
Old way
vs.
MinorRelease
feedback feedback
Lean way (customer discovery)
MinorRelease
MinorRelease
learn learn learn
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The Agile Manifesto (c. 2001)We are uncovering better ways of developing software by doing it
and helping others do it. Through this work we have come to value:
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
While there is value in the items on the right, we value the items on the left more.
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Lean in Startups (c. 2009)
“A startup is a human institution designed to create a new product under
conditions of extreme uncertainty.
The speed at which a startup can learn is its competitive advantage and the
defining factor in its success.”* Eric Ries, startuplessonslearned.com
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Business Plans + Models + forecast
Public Launch
Stealth mode build
Old way
vs.
Minimal Product
userfeedback
userfeedback
Lean way
Minimal Product
Minimal Product
learn learn learn
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A common pattern emergesOnly value-add activities Eliminate
waste
Act in small increments Iterative Feedback/Learning
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Real learning & lasting change happens in small increments with frequent feedback & followup
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Behavioural change comes from frequent followup
No followup
Some followup
Consistent followup
Dr. Marshall Goldsmith
* M. Goldsmith & H. Morgan, Leadership is a contact sport
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Traditional performance reviews don’t help us motivate or learn
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“Get Rid of the Performance Review! It destroys morale, kills teamwork and hurts the bottom line.”
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“Now is as good a time as any to think about giving up this bankrupt process.”
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Employee activities (build up
inventory)
At Year End:Give feedback
Once a year:Review activities
+ fill forms
Performance management today
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Once or twice a year,
Companies stop…
“focal period”
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Fill out hundreds of complex forms…
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…evaluate people onabstract skills & competencies…
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“Here’s all the feedback. Now change.*”
…& give lots of feedback. In one instance.
* “By the way, here’s your raise, your bonus…”
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Time for a rethink
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A better way to learn @work4
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What would an agile people process look like?
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“Find the bright spots”*
* Chip & Dan Heath, Switch: How to change things when change is hard
Observations:3 key ongoing social feedback loopsat successful democratic companies
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Rypple’s missionMake these vital social feedback
loops easy & ubiquitous
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Why?1. Better managers 2. More learning 3. Improve results
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Publicly recognize achievements1 Motivates & amplifies learning
“One tool that can satisfy the thirst for guidance with minimal resources is microfeedback.Think of it as performance assessment for Twitterholics—succinct and nearly real time.”
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Alanah completes a difficult project
Jay, her manager, publicly recognizes her achievement
Others learn what works & what’s going on
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Easy to get and give safe, honest, continuous feedback2Difficult answers are the best insights
“Time and again, one variable emerged as central to the achievement of positive long-term change: participants’ ongoing interaction and follow-up with colleagues.”
Dr. Marshall Goldsmith
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George wants to be a helpful teammate.
Asks for advice from co-workers & managers.
Gets some incredibly honest feedback
Commits to improving
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1:1 Manager/Employee sessions3 Employees want frequent ongoing coaching
“The performance review should be replaced by daily ongoing contact with managers who know the work and who can become coaches.”
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Easy, ongoing coaching
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The social feedback loops in action
“Work on how you respond to questions from
Executives”
Daily activities Feedback
“Great work on fixing the webinar slides so quickly!”
Daily activities
“Focus on fewer but higher value
projects”
“What do you really think about
our new strategy?”
Feedback Daily activities Feedback Daily
activities
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Employee activities
At Year End:Give feedback
Once a year:Review activities
+ fill forms
The traditional way
The agile way
Daily activities
Daily activities
Daily activities
Daily activitiesfeedback feedback feedback
learn learn learn learn
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Projects we’re working on 3
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The Rypple service1 Loved by democratic companies like you
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The Make Work Meaningful community2 People passionate about making work meaningful
Mike Beltzner
Dave Ulrich
Stephen Miles
Beth Steinberg
John Foster Marshall Goldsmith
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And…It’s time for a manifesto
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The Agile People Manifesto3 Seeds of a revolution in managing for performance
NEW
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An open collaboration among democratic companies to lay down few principles ofThe Agile People revolution
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And we need your help to change the world.
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How you can help1. Visit agilepeoplemanifesto.org 2. Comment + share3. Try the principles in your workplace4. Learn + feedback!
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Summary
1 Democratic workplaces must be learning workplaces
2 Learning organizations are inherently lean
3 Traditional performance reviews don’t help us motivate or learn
4 A better way to learn @work
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rypple.com/ddebow/Worldblu2010
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