The Management Framework that Propelled LinkedIn to a $20 Billion Company

Jeff Weiner led LinkedIn through a blockbuster IPO to a current market capitalization of over $20 billion. After the IPO, he’s come out the other side with several incredible management lessons involving the focus on values, compassion, and leadership around unified goals. While most companies dismiss these concepts easily as somehow stale or separate from the work they need to get done day to day, Weiner has implemented them as cornerstones of his leadership philosophy and management model.

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>> on Management, Collaboration & Org Design <<
Written for and published by First Round Review

How Facebook Tries To Prevent Office Politics

Fear of nasty office politics creeping up in your organization? Read about five clues from Facebook to prevent destructive office politics: 1. Look for empire builders, self-servers, and whiners in the hiring process — and don’t hire them; 2. Take the incentive out of “climbing the ladder;” 3. Be open and transparent, and create opportunities for voices to be heard; 4. Make everyone accountable, so personal bias can’t creep into decision making; 5. Train your leaders to effectively manage politics out of conversations.

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>> on Leadership, People Dynamics & Culture <<
Written by Jay Parikh, published by HBR

What’s Going On With Employee Empowerment?

Even the largest, most hierarchical organizations, like the military and global multinationals, are seeing the need to create practices of empowerment and distributed decision making that will keep the company nimble and innovating, and make the organization more resilient. Whether this ultimately gets to a “bossless” state of self-management for most companies is unlikely, but there is mounting evidence that the movement towards greater empowerment is both necessary and inevitable.

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>> on Management, Collaboration & Org Design <<
Written Edwin Jansen, published on Medium

Aaron Dignan: Digital Isn’t Software, It’s A Mindset

Aaron Dignan talks through how companies can have the right mindset to thrive in the future: It’s good to have a purpose, a process to support it, the right people, and (most importantly) these need to combined to make products that serve a community larger than any employee or organization.

>> on Management, Collaboration & Org Design <<
Watch 53 min video, published by 99U

Why The Command-And-Control Mindset Is Killing Your Company

The era in which the command-and-control approach would bring you immense success have long gone. Instead, there’s a strong need to adapt as fast as possible to increasingly complex working conditions. Efficiency has to make place for engagement and adaptability.

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>> on Management, Collaboration & Org Design <<
Written and published by Corporate Rebels

Engineering A Culture Of Psychological Safety

Being thoughtless about people’s feelings and experiences can shut them down. When this is the case continuously people will feel emotionally unsafe. Unsafe teams can deliver for short periods of time, provided they can focus on goals and ignore interpersonal problems. But eventually, unsafe teams will break or underperform drastically because people can’t introduce change. Learn in this article how to build psychological safety into teams for higher engagement and sustained performance.

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>> on Management, Collaboration & Org Design <<
Written by John Looney, published on Inside Intercom blog

How To Unlearn

We’re caught in between the structures of the future, which are still self-assembling, and the structures of the past, which are being disassembled. When it comes to getting things done, what we think we know about the how the world works is not always useful. To keep things moving, we have no choice but to unlearn. Here is how to do that.

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Written by Betch Comstock, published on NewCoShift

How Spotify Balances Employee Autonomy And Accountability

Spotify’s unusual combination of squads, tribes, chapters, and guilds is the organizational infrastructure that underlies the company’s operating model. At first reading, it might sound like just another way to define a conventional organizational matrix in Millennial- and digital-friendly terms. But a closer examination reveals just how different the model really is and why it seems to work so well.

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Written by Michael Mankins and Eric Garton, published by HBR

Does Your Company Need A Director Of Getting Sh*t Done?

Systems and processes serve an important role in any organization. This is something Ryan Holmes, CEO of Hootsuite, realized as his company has scaled from a few dozen to nearly 1,000 employees. Systems ensure that projects get done, quality is maintained and there are no surprises. The problem is that bad systems often end up in a kind of corporate Bermuda Triangle.

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Written by Ryan Holmes, CEO of Hootsuite

The New Manager Death Spiral

As a new manager, you’re likely to want to prove yourself. So you work late, and you do your very best to kick ass and make a good first impression. This is the approach that worked well for you as an individual, so, of course, it’ll work when leading a team. This is where the Spiral begins because the initial thought is actually, “I can do it all myself. I’m the Boss.” But what you really need to learn to become is being a leader of your team, not the boss that’s in charge of making decisions for them.

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Article by Michael Lopp on Rands in Response