Results: Is this very important thing DONE? As in Complete?
I’d summarize the articles about ROWE this way:
Hi, I’m the 21st Century, and science has proven a few things which might surprise some managers about people who create (software, marketing, sales, complex legal contracts, etc). Those people are called Knowledge Workers. Knowledge workers and algorithmic thinkers are different than Henry Ford’s employees – Embrace Daniel Pink’s observations ~ “Science already knows a lot about motivation and behavior which most businesses have yet to understand about us humans. If you don’t know Daniel Pink or HBS’s work on “Managing Einstein,” read up on them before investing in Knowledge workers creating new products or inventing new service offerings.
- Hire people who are smart and get things done – Read “Drive” and Joel Spolsky immediately. Follow Best Buy and ROWE results.
- Tell people the results you want – use human words and be clearer than you think you need to be.
- Trust people to deliver, and don’t dictate “how” – it’s OK to have an opinion on how, but judge results. Actively resist any tendency to use “face time” as any measure of success.
- Reward and hold people accountable at regular intervals, publicly within the team
- Earn trust, don’t expect automatic trust from your title
- Recruit valuable projects, and shed irrelevant work – This keeps smart folks with you
- Create elegant solutions to problems; fight doing just what’s “good enough”
Boxing matches, most surgeries, and firefighting all require physical proximity. Most other jobs don’t. Let people work from home but demand results and be public with your demand. One Caveat – occasional sync-meetings work better in person. That is a fact. Just like video-con is more effective then concalls. Science, not opinion. Loved this -” Letting go of the “how” was something I found more challenging as a leader, because I invariably had strong opinions about the best way to do almost anything.”
Unlike people who’ve trapped their employer into paying them, top talent leaves when leaders don’t clearly lead and ROWE and clear focus are two big steps to overcoming mediocre management -Top talent abandons you if you don’t show tangible progress. “Top talent leave an organization when they’re badly managed and the organization is confusing and uninspiring.” Perfection isn’t possible, but you must focus on inspiring the best (rejecting the OK, good, mediocre) for the great (excellent!, Outstanding, Wow). . Compare how people do their best work (DRIVE) with why top people are pissed and smart folks leave is a great mental exercise Cliff’s Notes: Clear Purpose and focus on results and we’re over 50% of the way to managing talent well.