Effective teamwork ultimately comes down to practicing a small set of principles (not a sophisticated theory) over a long period of time with uncommon levels of discipline and persistence.
Why Company Culture Is Crucial
Dharmesh Shah, co-founder and CTO at the marketing and sales software firm HubSpot, distills the company’s 128-slide presentation on company culture down to its essence, describing it as a business’s “operating system” that lets people do their best work. Shah says entrepreneurs must create a company culture they love, because one will eventually emerge no matter what.
>> on Leadership, Culture & People Dynamics <<
Holding “Auditions” To Build a Strong Team
An approach to hiring that genuinely identifies real skill and fit will give you the best shot at assembling the right team. A candidate assessment that mimics the actual work the candidate must do to succeed will give you the best hiring ROI. Maybe it’s a trial; maybe it’s a presentation; maybe it’s a short-term assignment that can be done in an afternoon.
** on HR, People Operations & Talent Management **
Written by Matt Mullenweg, published on HBR
Leadership In Transition
To create high-performing and adaptive organizations, leaders need to actively shape an open culture that fosters collaboration and builds trust. This comes with a change in the role of the leader, yet it’s more important than ever.
** on Leadership, People Dynamics & Culture **
Watch 7 min video, published by Microsoft
John Doerr On Why People And Culture Cannot Take A Back Seat To Business Execution
John Doerr, chair of the venture capital firm KPCB, has been a board member of Google (now Alphabet) and mentor to Google’s founders since the company’s beginning. Doerr sat down with Prasad Setty, Google’s VP of People Analytics & Compensation, to discuss the importance of People Operations and why companies should try to get clear on what the company’s culture is, because, Doerr says, “culture will allow your team, your people, yourself to make the right decisions more often and faster.”
** on HR, People Operations & Talent Management **
Watch 5 Minute Video, published by re:Work with Google
The Art and Science of Leadership at Scale: 3 Lessons from Sheryl Sandberg
Companies need different kinds of leadership at different stages. In an organization that’s changing fast there’s a very specific kind of leadership needed. Facebook COO Sheryl Sandberg knows as much about this kind of leadership as anyone possibly can. She’s one of those gifted leaders who’s made daring decisions at every level of scale.
** on Leadership, People Dynamics & Culture **
Written by Reid Hoffman, published on LinkedIn
How To Build A Great Company Culture
** on Leadership, People Dynamics & Culture **
Watch 50 min video, published by Stanford University
Why HR Must Take Risks, Not Manage Them
The best People and Culture / HR teams understand that people are not a fungible resource that needs to be attached to the real work – they are the real work. They understand that there are huge opportunities today to build competitive advantages in people. And they understand that to do so, the aim is not to minimize volatility and failures, but to maximize the opportunity for outsized gains.
** on HR, People Operations & Talent Management **
Written by Didier Elizinga, published on Culture Amp blog
Programming Your Culture By Ben Horowitz
Culture does not make a company. The primary thing that any technology startup must do is build a great product. The second thing that any technology startup must do is to take the market. If you fail to do both of those things, your culture won’t matter one bit. On the flip side, designing a proper company culture matters to the extent that it helps you achieve the above goals. As companies grow, culture can help you preserve your key values, make the company a better place to work and help it perform better in the future.
** on Leadership, People Dynamics & Culture **
Written by Ben Horowitz
Reinventing Management
Building organizations that are more adaptable, innovative and engaging requires deep innovation of the technology of human accomplishment. Gary Hamel presents the case for reinventing management.
