Tag: team development

Excellence is a process

I like this quote from Brad Stuldberg’s NYT article (NYT).

“Excellence is not perfection or winning at all costs. It is a deeply satisfying process of becoming the best performer — and person — you can be. You pursue goals that challenge you, put forth an honest effort, endure highs, lows and everything in between, and gain respect for yourself and others. This sort of excellence isn’t just for world-class athletes; it is for all of us. We can certainly find it in sports, but also in the creative arts, medicine, teaching, coaching, science and more.” — Brad Stuldberg

I studied music in college, and I made my living as a professional musician for a time. Excellence is the bar.

Imagine being called to work at firm. You are told you’ll have a week to prep for your first day. You spend the week learning all you can about the firm, the industry, and the people you’ll be working alongside. You show up day 1 and you’re put in front of executive leaders and asked to deliver your 90-day strategy, forecasts, and anticipated roadblocks and expected outcomes as your first meeting. Oh, and you are expected to be highly credible and people are supposed to instantly trust you.

That’s not a realistic example for an office, but it’s a realistic example for the type of stress and excellence required of a professional musician.

The way the professional musician makes her mark is her ability to show up. And her ability to show up and perform is a function of hours of careful and focused practice. She practices slow. She criticizes each move of her body and her instrument. She wonders if she can be even more efficient. She records herself. She listens to herself back (a painful exercise). She keeps at it until her execution approaches (or functionally is) flawless.

That professional musician shows up for her job — a rehearsal in the morning for the show she’ll be expected to perform that night. She puts the music on the music stand, takes out her instrument, tunes, and executes — near flawlessly. That’s the standard.

Two Takeaways

  1. As a manager, practice and become excellent at your craft. I obsess about talent, I write about my perspective on talent. I read, I think, I practice, I write, and I share what I learn with you. Get better at the thing that makes you, you.
  2. As a manager, teach your team how to practice like a professional musician. Identify the key behaviors your team needs to execute. Then, step through the behaviors slowly. Practice, give critique, offer best practices, and keep practicing until – finally – you’ve nailed it. There’s no substitute for work.

If anybody can do it, you can

I believe one of the most powerful gifts a leader can give the talent on their team is belief.

Loneliness could be a problem. A Wall Street Journal (WSJ) article reports “58% of Americans are lonely, religion is fading, and work doesn’t love us back.” People are turning to hobbies and the things they love — becoming super fans of the things they love and finding community through fandom. And community might solve for loneliness.

My speculative theory is that community gives us something bigger than ourselves to believe in. Our life begins to take on more meaning — we get a mission. And we get people, fellow community members, to join us.

Great leaders practice fandom towards their teams. They go to their team members and say, “hey, if anybody can do this super hard thing, you can, and I’m here with you the entire way.”

Beyond belief, statements like “if anybody can do it, you can” give talent something more — the sense that you trust them.

Imagine how it might feel to know someone who cares about you believes in your ability to succeed and trusts your judgment. You can be that leader for someone. If anybody can do it, you can.

Teams goals outweighing personal KPIs?

Tyler Cowen’s August 17th Bloomberg column (Bloomberg) highlights a significant shift in how how talent is evaluated and rewarded in modern organizations.

The Question

If the output to be created is a result of team-based functions, how do you determine who to put on the team and how to compensate that person for their inputs?

The Problem

  1. Giving credit where credit is due. Who owns the largest % of meaningful contribution? How does that get measured?
  2. The use of AI. How much was AI leveraged? Do you compensate people for improving the AI database? To reward or not reward for effective prompt engineering?
  3. How do we find the right people to work on the team? Tyler notices that firms are starting to focus on ex ante signals of quality (a degree, signals of status, etc.) vs taking a chance on outsiders that may prove more beneficial.

My Take

  1. Talent Spotters/Hiring Managers: Get better at spotting talent! Talk with other leaders about how they assess and look for talent. Talk with highly talented contributors and learn about their work. Learn about other disciplines and imagine how talent from that discipline may help you in yours. I found that engineering and music professionals are fantastic customer success managers.
  2. Managers: Depending on your business, it’s possible you’ll need to rethink your KPIs. Perhaps team-based KPI and comp plans are best when the ideal outputs are a result of team dynamics.
  3. Talent: Realize that the signals you put up to indicate your availability will need to change. Networks will become more important for people who have and don’t have credentials.
  4. Managers: How do you reward people who improve the use and adoption of AI in the firm? It’s not enough to suggest good prompts. How are people incentivized to use AI as an efficiency and problem solving partner?

One Useful Action

If nothing else, simply ask yourself: do I have the right talent in the right seats? And, how sure am I that I’m not missing out on undervalued talent?

Two prompt to help frame a talent search

  1. Write what you imagine six months from now looks like.
    • Write what the team will accomplish. Use figures and metrics.
    • Write how work will be done differently then versus now. Consider how decisions will be made. Consider working styles.
  2. In order to make the future happen, what would people need to know how to do?
    • Create a competence map.
    • Determine the skills and experience needed.

I coach the leads on my team to use these two questions to shape their talent searches. I use these questions too.

I use this method to hire. And I interview in a way to find talent I need to bring the vision six months from now closer to the present. If you’re at a hyper-growth firm, optimize for agility and broad exposure — those people adapt and bring lots of ideas that support hyper-growth work.

Hiring is inherently an optimistic endeavor. You have to find highly talented people who will bring ideas and ways of operating that will increase your team’s productivity (hopefully by multiples).