influitive's management and leadership lessons for the lab
TRANSCRIPT
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Management and Leadership in the Startup and the Labwith Mark Organ, CEO, Influitive@markorgan
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A Great Scientist
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J. Robert “Oppie” Oppenheimer
And a Legendary Leader
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What can startups teach experienced PIs??
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I’m a serial entrepreneur and lead a global team of 140 people at a Toronto based startup - InfluitiveInfluitive helps companies accelerate revenue by mobilizing their army of advocates.
A little bit about us
300+ customers
$50M+ Raised from top-tier
Investors
140+Employees around the
world
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Experiments can be valuable when they disrupt markets!
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How I Spent My Undergrad Years
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The Great Dr. Barrie Frost
Any resemblance is purely coincidental.
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Expectations ≠ Reality
What my parents think I do What my friends think I do What society thinks I do
What my boss thinks I do What I think I do What I actually do
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Do rats get depressed? Yes.And there is a cure for that.
Pubmed: http://www.ncbi.nlm.nih.gov/pubmed/10599833
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I faced a crossroad of whether to stayin the lab or venture into the business world
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Ultimately I chose business because…
Part of the teamInnovation Leadership and guidance Reward
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But also…..But also…
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The Startup as a Laboratory
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Startup = Fractal of Experiments
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Our worlds are not that different!
Amazing People Discovery Constant Learning Leadership is Crucial
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High Growth Startups = Leadership Innovation
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6 Startup Leadership Principles for Lab Success
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1. Start with WhyDeveloping Mission, Vision and Values
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20 Concept from “Drive”, Daniel Pink
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He who has a WHY to livecan endure almost any HOW.
- F. Nietzche
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PeopleFocus Area of Projects
and Research
Behaviours and Practices
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MISSION (FOREVER)
Be the platform for advocacy, featuring the best possible experience for all participants, especially advocates
Unlock the full potential of advocacy, for advocates themselves and the organizations they supportVISION (5 YEAR)
We all inspire and lead
The only road is the high road
A company ofowners
Manage for complete personal success
Design our business for scale Blaze new trailsTeam productivity
over individual gloryOpen, honest and
direct
Continuous improvement
through learning
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2. Align Your OrganizationObjectives and Key Results
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Our alignment processes could use improvement
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OBJECTIVE
KEY OBJECTIVEKEY OBJECTIVE KEY OBJECTIVE
PLAN-------------------------------------- -------------------
PLAN---------------------------------------------------------
PLAN---------------------------------------------------------
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OKR Principles• Should Vertically and
Horizontally Align• Annual and quarterly• Measurable, Stretch
Goals• ≠ Compensation• Be Selective: 3-5• 0.67 is the target
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• Should Vertically and Horizontally Align
• Annual and quarterly• Measurable, Stretch
Goals• ≠ Compensation• Be Selective: 3-5• 0.67 is the target
OKR Principles
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3. Develop the ‘Whole Self’ at Work
The Management Cascade
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Maslow’s Hierarchy Of Needs Applied To Employee Engagement
IMPORTANCE
BELONGING
SECURITY
SURVIVAL
SELF-ACTUALIZATION
MOTIVATORS
DE-MOTIVATORS
1. Highly Engaged“Working here makes me feel completely fulfilled”
2. Engaged“I am very important here but I would leave for something more inspiring”
3. Almost Engaged“I like the job but there are no development opportunities here”
4. Not Engaged“I’m here just for the money”
5. Disengaged“I’m leaving when I can”
IMPORTANCE
Highly evolved organizations enable self-actualizationat work
2 and 3 have a direct impact on engagement and can be moved up by the 4 enablers of engagement
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1 Life Plan
2 Career Plan
3 Skill Plan
4 Tour & Platoon
The Cascade: Alignment of activities with life and career goals
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PlatoonsTours
Opportunities, Experience, Empowerment
Time-delimited missions Self-organizing & X-departmental task forces
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Growth and Evolution through Tours
Chief of Staff VP Talent Head of Global Expansion
18 months 18 months
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Exposure, Experience, Enjoyment through Platoons
Corporate Social Responsibility
Global Employee Experience
Geographic Expansion
Customer Experience Process
Designing Physical Office Space
New Industry Verticals
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Rapidly growing innovators Very high levels of autonomy and empowerment
20% Time Policy Hootsuite Labs Holocracy
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4. Communicate Openly, Honestly, Directly
Transparency drives trust.Trust drives experience and results.
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Open, honest and direct
“We are transparent and authentic with each other, our customers and investors”
-Influitive Core Value
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Open, honest and directDoesn’t mean insulting
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5. Establish Meeting CadenceRegular, high quality meetings
with specific purposes and agendas
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I can’t think of any other place
I’d rather be
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Quality 1:1 Meetings … it’s THEIR meeting
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We bring the entire global company together – Daily!
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Leadership Meetings – Weekly, Quarterly, YearlyQ1 Q2 Q3 Q4
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Strategy
Leadership Checkpoint
Full Team meetings
Leadership Off-site(Aug 10- 13)
Leadership Strategy Meeting
Q1 Results Checkpoint
Q2 Results Checkpoint
Q3 Results Checkpoint
Q2 Town Hall
Team All-hands/Off-site-
Q4 Town Hall
Board Off-site(Sept 18-20)
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6. Build an effective cultureLive the embodiment of your values.
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Start with Why Alignment Whole Self
Open, Honest, Direct Meeting Cadence Live your Values
In Summary…
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Thank You
@Markorgan