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Reducing number of meetings or increasing productivity 

One of the most common complains about XOIT is the number of meetings. After trying to get better understanding we found out that the main problem is actually the fact that the number of meeting preventing people from having several consecutive hours to do their work. We all know that the first 4 hours at work are also the most productive hours, therefore this is the newly approved proposal (policy) that we are going to try in the following months:

“To enable associates to perform their work without any interruptions, no tactical or governance meetings should be set up between 9:00 to 13:00. This policy requires all FIT-IT associates to not to set up new XOIT meetings and they should move existing tactical or governance meetings out of the 9:00 to 13:00 timeframe.”

I’ll keep you updated.

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Join MarraM

Marram

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Join Marram to explore the unknown and change how organizations (and companies) are going to organize and motivate people in the future. Yes, there are many variations and part of them are very advanced compared to the original concept of Scientific management. With the Information Revolution succeeding the Industrial Revolution and new generations (Y and Z) entering the work environment, we are sure that there are better ways to motivate and organize people. A way that will help organizations be more prepared to motivate the information generation and enhance their ability as valuable contributors.

There are already many new approaches being debated and implemented by thoughtful leaders in existing organizations. If you want to be part of this movement, if you want to change how organizations will motivate and organize people, if you want to do something about it, your place is with us.

www.marram.org

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XOIT (Self-management) Role based reviews

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In a recent LinkedIn article, I wrote that the secret sauce for self-management or any other next-generation organization is the necessity to adjust the daytoday processes of your new structure. 
In this post I want to share one such process that we are using for handling performance management – aka, performance reviews. We have begun providing quarterly feedback to all associates every quarter.  Where this is unique is that this feedback is coming directly from other associates. Following our structure, and the fact that each one of us has multiple roles within multiple groups across the organization, each one of us is receiving feedback from all the leads and representatives of the groups we are a part of. Additionally each lead receives feedback from at least two members of each group that he or she is leading.  

 

What makes our review process unique is the per role review versus the more traditional per person review.  In our model, each associate receives feedback for each role that he or she performed during the previous quarter.  This system enables us to more accurately obtain feedback based on the individual roles.  For example, I may receive good feedback for my role as the GlassFrog Specialist and poor feedback for my role as Storage Specialist.  These individual assessments are more accurate than one overall assessment for someoneBy reviewing someone by their individual role, I can obtain a better understanding of where I am struggling and either relinquish roles that I am challenged by with or work to better understand my individual roles.  At the end of the day, everyone has the choice of what will make them happier and my extension more productive at work.
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XOIT (Self-Management) – Creating a culture of trust

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Culture eats strategy for breakfast, but the type of culture you want to build is probably the more important question. For me, the right culture has two main components: trust and empowerment, or put another way, enabling the person closest to a problem to make the decisions to resolve the problem. In this post I want to share our approach to culture of trust and what we have done to make it a reality in our daily life.

 

When you mention trust the first reaction you get from people is a long lecture on why you shouldn’t trust people. That’s not the trust I’m referring to. The trust that I’m talking about is to make sure people can trust their six basic needs, of any people working for any organization, are always available in the working environment. The list of those six needs is not intended to present priority, since different needs plays different priority for different people.

 

So, what are our needs that we expect to get at work? First, we all expect that there is an effective process in place to address performance concerns, and everyone will be treated fairly and equitably. Second, our compensation is fair.  Third, that you can learn from your mistakes and the mistakes of others.  Fourth, your colleagues are willing to listen to your crazy idea that you just had in the shower without fear of being laughed at or put down.  Fifth, that we can speak honestly and respectfully without repercussions, and sixth, that everyone is treated and evaluated the same.

 

To elaborate:
Trust that there is an effective process in place to address performance concerns: Talking is not enough here, you have to set up a process that will help people to realize it. We created a process where team members that have difficulties performing their accountabilities will get a note from the group that will explain why. 

 

Trust that your compensation is fair: We follow a very simple logic. Our internal roles are compared to one of the leading salary survey boards.  From there we work with our compensation team to ensure we are competitive with the market.

 

Trust that you can try and make mistakes:  As long as there are continuous validations and affirmations, more and more people will understand that they can trust you and you’ll see boost in creativity.

 

Trust that you can come with crazy ideas and not be ridiculed: This is also referred to as psychological safety. Simply create a culture (starting with you) that flows with new and crazy ideas, then vet them seriously to find out if they are feasible. Don’t automatically kill ideas as you hear about them, even if you believe it is a complete waste of time. Remember it all start from YOU!

 

Trust you can speak honestly and respectfully without repercussions: If culture is forming based on leadership behavior, creating trust in this arena is perhaps the hardest one to form.  This is because it is based on how leaders behave when they are being critiqued or when they are at their most vulnerable. If you want to create an environment that enables people to speak freely, you need to learn how to master your behavior, body language and facial expressions, or simply learn to understand that there are often different and conflicting ideas and opinions that can still live side by side. You need to show that you really do in fact listen and accept other people’s opinions. If you are unable to do this people will not only see you as hypocrite, but you will not hear different opinions or criticisms.

 

Trust that everyone is treated and evaluated the same: If you want to run team of professionalsthey need to know that every individual in the team is going to be evaluated professionally, and treated the same. Once again, this is easy to say but hard to do. It means that you are going to impact your personal relationship with people, especially if you knew them before working together. 
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If you’re passion is how to motivate and organize people for the digital revolution

If you’re passion is how to motivate and organize people (create successful organization) for the digital revolution, Photography and hiking lets collaborate to create unique event that will help each participant and humanity!

Drop me a line to nattygur@gmail.com32109051172_4aab4710f4_k

 

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XOIT (Self-management) – Autonomy of roles and people mistakes

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While I am sure everyone on our team has experienced their own challenges working in self-managed environment, let me take a minute and tell you about mine. The main challenge for me is when I see people making what I believe to be mistakes and then holding my tongue

 

If you have not been following this blog, essentially our group has moved from a more traditional top-down, hierarchical structure to one of self-management. In a nutshell this means that we have created very clear definitions of all the various groups and rolewithin our department, encapsulated in each role or group as: purpose, domains and accountabilities. Each group and role has full autonomy and authority to accomplish its tasks however it sees fit, within those boundariesWhile group leads can assign tasks to roles, they must also respect the autonomy of each role, which includes not telling a role or subgroup lead how the work should be done.

 

All this is easy to say, but very hard for me to do. Anytime I see someone that I feel is making a mistake, it takes a great deal of effort to keep it to myself and let them down their pathExperience has taught me that what I think imistake often times turns out to be better idea with better results than how I thought it should be done.  Still, it is hard for me when I feel that someone is going to do something different from what I think, especially when I fear that the results of the action will have a negative impact on my accountabilities. 

 

As I have already mentioned, in many instances I was eventually proven wrong.  Instead, by enabling people to try different ways to reach their predefined goals often results in a better way ofperforming the task. Perhaps due to my personality, though, still find it hard to let people do something that I believe should be done in a particular way.
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