a symplr manifesto

Transcript

1. a symplr manifesto
2. a symplr manifesto a little flipbook about our culture, who we are, and what we value (use your right arrow key to flip)
3. 3 Culture (noun) : the beliefs, customers, arts, etc., of a particular society, group, place or time : a particular society that has its own beliefs, ways of life, art, etc. : a way of thinking, behaving, or working that exists in a place or organization (such as a business)
4. 4 Culture (noun) : the beliefs, customers, arts, etc., of a particular society, group, place or time : a particular society that has its own beliefs, ways of life, art, etc. : a way of thinking, behaving, or working that exists in a place or organization (such as a business)
5. 5 WHY DO WE CARE ABOUT OBSESS OVER CULTURE?
6. 6 Culture doesn’t just help attract amazing people it amplifies their abilities and helps them do their best work.
7. 7 CULTURE HAPPENS! Whether you plan it or not, all companies have a culture So, why not create a culture we love?
8. 8 Now, an observation
9. 9 PEOPLE HAVE DRAMATICALLY CHANGED HOW THEY LIVE AND WORK.
10. 10 THEN NOW FOCUS Security & Pension Purpose NEED Good Boss Great Colleagues HOURS 9-5 Whenever WORKPLACE Office Wherever TENURE Whole Career Whatever
11. 11 But although PEOPLE have dramatically changed...
12. 12 Too many organizations operate as if they’re frozen in time
13. 13 We’re kinda different. So we have our own manifesto It describes: OUR CULTURE WHO WE ARE AND WHAT WE VALUE We are symplr
14. 14 1. We’re passionate about our mission and our metrics 2. We win for our customers 3. We value and practice transparency 4. We favor autonomy and take ownership 5. We dare to be different and question the status quo 6. We recognize that life is short a symplr manifesto
15. 15 we’re passionate about our mission and our metrics.
16. 16 to make compliance and credentialing simpler for all constituents of the healthcare community Our name is our mission
17. 17 …because we want to keep doing a better job and it’s hard to make things work better without measuring how well they’re working and it’s hard to measure what we don’t understand So, we have to continually: 1. QUESTION 2. UNDERSTAND 3. MEASURE 4. MAKE IT BETTER metrics are important
18. 18 Our commitment to our mission will help us earn the love of many Our commitment to our metrics will help us earn the resources to further our mission We are passionate about both
19. 19 This dual personality of mission and metrics is uncommon It’s partly what makes us DIFFERENT.
20. 20 This dual personality of mission and metrics is uncommon It’s partly what makes us DIFFERENT. And also a bit quirky In mostly good ways
21. 21 we win for our customers.
22. 22 FOR EVERY DECISION WE SHOULD ASK OURSELVES: “Selves, what’s in it for the customer?”
23. 23 BUT WAIT. Doesn’t “Win For The Customer” mean just giving stuff away for free? Wouldn’t that be a win for them? NO. To win for the customers in the long-term, we have to survive in the short term. Because…
24. 24 Bankrupt companies aren’t a win for their customers
25. 25 How do we ensure we win for the customer? How do we know we’re doing it?
26. 26 We’re on the right path as long as we sell and promise things that we can deliver.
27. 27 We’re on the right path as long as we sell and promise things that we can deliver. This is the key. We don’t sell or promise things to the customer that we’re not justifiably confident we can deliver
28. 28 we value and practice transparency.
29. 29 WE SHARE (ALMOST) EVERYTHING. We make uncommon levels of information available to everyone in the company (all 1,000+ of us and counting)
30. 30 We protect information only when: It is legally required Example: Information covered under a Non-Disclosure Agreement (NDA) It is not completely ours to share Example: Individual compensation data
31. 31 Power is gained by sharing knowledge not hoarding it.
32. 32 Sunlight is the best disinfectant -Louis Brandeis
33. 33 Sunlight is the best disinfectant -Louis Brandeis And we hate hidden agendas and politics with the power of a thousand suns
34. 34 Everyone has open access to anyone in our company It’s not an open door policy. It’s a no door policy
35. 35 Everyone has open access to anyone in our company It’s not an open door policy. It’s a no door policy We think that communication lines are more important than reporting lines
36. 36 An important note on transparency…
37. 37 Transparency is about being open, not making decisions by consensus We each have a voice, but not always a vote TRANSPARENCY ≠ DEMOCRACY
38. 38 All this transparency doesn’t matter unless we do something with it. So…
39. 39 we favor autonomy and take ownership.
40. 40 Just because someone made a mistake years ago doesn’t mean we need a policy or a rule. WE DON’T PENALIZE THE MANY FOR THE MISTAKES OF THE FEW. We only protect against big stuff.
41. 41 We don’t have pages of policies and procedures
42. 42 We don’t have pages of policies and procedures But… we are in a highly regulated industry, so we do have to have some.
43. 43 We run our business on a 3-word policy that covers just about everything: USE GOOD JUDGEMENT.
44. 44 Travel policy. Sick day policy. Buy a round of drinks at an event policy. Business lunch policy. Work from home during a storm policy. Our policy on all of these (and most other) things: USE. GOOD. JUDGEMENT.
45. 45 Here’s the cheat sheet on good judgement customer > team > individual
46. 46 team > individual Don’t solve for your personal interests to the detriment of the team
47. 47 team > individual Don’t solve for your personal interests to the detriment of the team We think selfishness sucks!
48. 48 customer > company When in doubt, favor solving for the customers’ interest over our own
49. 49 customer > company When in doubt, favor solving for the customers’ interest over our own Solving for the customers’ Interest is in our long term Interest too.
50. 50 annnnnd…. don’t do things that are obviously wrong
51. 51 annnnnd… don’t do things that are obviously wrong How do you know? Just ask yourself the question. “Hey Me, is this obviously wrong?”
52. 52 The thing that matters most: RESULTS (i.e. are we making a positive impact?)
53. 53 Results matter more than the number of hours we work.
54. 54 Results matter more than where we produce them
55. 55 Our best results come when Our decisions are driven by intuition and insight And powered by data WE. LOVE. DATA.
56. 56 Debates should be won with better data not bigger job titles We disfavor pulling rank
57. 57 Debates should be won with better data not bigger job titles We disfavor pulling rank It happens sometimes but we don’t like it
58. 58 strong opinions weakly held Our rule for debating stuff: We don’t hold anything as sacred
59. 59 smart, self- motivated people our thoughts on management style clear, compelling vision sustainable, scalable growth + = The discretion to do what best moves us forward. Shared understanding around mission and goals
60. 60 To support transparency and trust, we have to be super-selective about who we hire. It’s also important because…
61. 61 WE DON’T LIKE TO WORK WITH ASSES
62. 62 WE DON’T LIKE TO WORK WITH ASSES Seriously, we try REALLY REALLY hard not to hire jerks!
63. 63 DISCLOSURE: symplr is not a utopian workplace We’re not a perfect fit for everyone.
64. 64 DISCLOSURE: symplr is not a utopian workplace We’re not a perfect fit for everyone. And not every cool amazing person is a perfect fit for us
65. 65 SO, What makes someone a great fit for symplr? What makes them awesome for us?
66. 66 There are FIVE THINGS that we value in people
67. 67 1. HUMBLE. Self-aware and respectful
68. 68 Wait. Doesn’t being humble mean lacking confidence? No. The very best people are self-aware and self- critical – not arrogant
69. 69 “Humility is not thinking less of yourself; it is thinking of yourself less.” C.S. LEWIS.
70. 70 When things go well, humble people tend to share the credit. When things go poorly, they tend to shoulder the responsibility.
71. 71 2. EFFECTIVE. GSD (Gets S@*% Done) Measurably moves the needle. Immeasurably adds value.
72. 72 EFFECTIVE PEOPLE: Are predisposed to action. They just do things. Have a sense of ownership. Are resourceful and always looking for leverage.
73. 73 3. ADAPTABLE. Innately curious and constantly changing. Life-long learner.
74. 74 4. REMARKABLE. Worthy of being remarked upon* Stands out in some way. Remarkably smart. Remarkably helpful. Remarkably energizing.
75. 75 5. TRANSPARENT. Open and honest with others and with themselves.
76. 76 WAIT. Aren’t some people just private? This is not about sharing personal information. (What happened in Vegas should stay in Vegas) This is about sharing knowledge generously.
77. 77 We don’t just believe in these values, WE BET ON THEM. We recruit, reward and release people based on these values.
78. 78 example: THE J.E.D.I. AWARD Awarded to those that just quietly and selflessly do the right thing and move us forward. (J.E.D.I. stands for “Just Effing Does It”)
79. 79 Compromising on culture fit is mortgaging the future. It’s reasonable to want to hire for skills and experience when the need is painfully acute. It’s reasonable. But, it’s also wrong. The interest rate on culture debt is crushingly high.
80. 80 “We’re a team, not a family. We hire, develop and cut smartly so we have stars in every position.”
81. 81 “We’re a team, not a family. We hire, develop and cut smartly so we have stars in every position.” We couldn’t have said it better ourselves, so we didn’t.
82. 82 Don’t just hire to delegate. It’s tempting to bring people in that you can push off work you don’t have time for. Hire to elevate. Bring people in that can tech us something. Continually seek to raise our average.
83. 83 Culture…
84. 84 Our best people don’t just fit our culture, they further it. …
85. 85 With great people comes great responsibility. …
86. 86 We want to be as proud of the people we build as we are of the company we build. …
87. 87 We believe in investing to increase individual mastery and market value. …
88. 88 THERE ARE TWO WAYS TO PROGRESS AT SYMPLR. 1. Gain mastery as an individual contributor and make magic. 2. Provide spectacular support to those who are doing #1.
89. 89 But the most important thing is to provide big challenges.
90. 90 Amazing people don’t like average goals.
91. 91 We dare to be different and question the status quo.
92. 92 Why do we care so much about being different?
93. 93 Many companies start out being exceptional. As they grow, there is a dark, powerful force that pulls them towards the average.
94. 94 Many companies start out being exceptional. As they grow, there is a dark, powerful force that pulls them towards the average. If we regress to the mean, we fail. It’s that simple.
95. 95 Remarkable outcomes are rarely the product of modest risk.
96. 96 We encourage experimentation. Better to try and sometimes fail than to sit tight and… fail for sure.
97. 97 We don’t mind making mistakes, we do mind repeating them. Each mistake carries a lesson, we try to make sure we learn it.
98. 98 Speaking of being different…
99. 99 To think different we need to be different. We cannot all be the same. We want a diversity of backgrounds and beliefs.
100. 100 To think different we need to be different. We cannot all be the same. We want a diversity of backgrounds and beliefs. Confession: We want diversity, but we do not yet have it. Still work to do.
101. 101 One of the most important ways we try to be different: THINK SIMPLE.
102. 102 Conventional wisdom suggests more is better. More bells, more whistles. We believe simplicity is a competitive advantage.
103. 103 Conventional wisdom suggests more is better. More bells, more whistles. We believe simplicity is a competitive advantage. That’s why we called our company symplr!
104. 104 Things usually start simple…
105. 105 COMPLEXITY QUIETLY CREEPS IN. ITS TOLL LIES BELOW THE SURFACE.
106. 106 WHY DOES COMPLEXITY CREEP IN? It is often the quick, seductive answer to short-term issues. Fighting for simplicity and looking to the long-term takes courage and commitment.
107. 107 You cannot add simplicity in. You must take complexity out.
108. 108 Like software… Organizations should be frequently refactored.
109. 109 Like software… Organizations should be frequently refactored. Refactoring means to improve internal structure without changing external behavior.
110. 110 REFACTOR. • Stop generating unused reports. • Cancel unproductive meetings. • Remove unnecessary rules. • Automate manual processes. • Prune extraneous process.
111. 111 REFACTOR. • Stop generating unused reports. • Cancel unproductive meetings. • Remove unnecessary rules. • Automate manual processes. • Prune extraneous process. A handy acronym to remember these: SCRAP
112. 112 Fight for simplicity. We want symplr to be: EASY TO BUY. EASY TO USE. EASY TO LOVE.
113. 113 One more (important) thing…
114. 114 we recognize that life is short.
115. 115 LIFE IS SHORT. So it should be fulfilling and fun. Work is a big part of life. So work should also be fulfilling and fun.
116. 116 We encourage candor and criticism. It helps us grow. But remember, LIFE IS SHORT. Always be caring and kind.
117. 117 LIFE IS SHORT. And full of tough choices. Always take the high road.
118. 118 LIFE IS SHORT. And full of tough choices. Always take the high road. The view is better and much less crowded.
119. 119 So, to recap…
120. 120 1. We’re passionate about our mission and our metrics 2. We win for the customer 3. We value and practice transparency 4. We favor autonomy and take ownership 5. We dare to be different and question the status quo 6. We recognize that life is short a symplr manifesto
121. 121 Up and to the right… Credits: Thanks to the folks at Redgate, Hubspot and CopperEgg for sharing and letting us sample and remix some of their content.