The number one predictor of success for a startup is speed of execution. This article details the process I've built while leading successful Microsoft, Slack, Spendesk, and Lepaya teams.
This is a good reference--I agree based on all my experiences from a bottom up's perspective as well. Maybe it's worth mentioning that leadership must be dynamic and capable, able to grasp information and translate into decisions coming from below, researchers must be well informed where challenges can be in order to fill in the gap and work with new information. Often times people cannot engage throughout the whole process because they are only comfortable with things in theory or it appears that they are mimicking something without real metrics to validate. We have measure boards for execution but no visibility into how effective and complete the prerequisites are and when things fail, we tend to add more process against the part that failed seemingly but not the real cause.
Excellent points and advice Linh! It’s common for managers to add more process when progress doesn’t meet expectations. Taking a step back and looking at roles & responsibilities can be an effective way to reduce friction without adding meetings and sign-offs.
Another strategy is to find ways to push decisions further down in the organization. Those closest to the problem are best placed to make decisions and create solutions.
Delineating between one-way and two-way door decisions can be helpful in making the call about how low/high a decision should be taken.
I work offsite, however in constant contact with our leadership team and relate to a DRI position. I like the Failure Modes and Anti-Patterns section. This advice is good for any business.
Definitely relatable to healthcare professionals too. Especially with our advances in technology and newer products.
Working remotely means bringing even greater clarity to who is the DRI and what their scope is. Distributed teams need greater autonomy and stronger empowerment. Less micromanagement and more guidelines and goals to achieve.
This is a good reference--I agree based on all my experiences from a bottom up's perspective as well. Maybe it's worth mentioning that leadership must be dynamic and capable, able to grasp information and translate into decisions coming from below, researchers must be well informed where challenges can be in order to fill in the gap and work with new information. Often times people cannot engage throughout the whole process because they are only comfortable with things in theory or it appears that they are mimicking something without real metrics to validate. We have measure boards for execution but no visibility into how effective and complete the prerequisites are and when things fail, we tend to add more process against the part that failed seemingly but not the real cause.
Excellent points and advice Linh! It’s common for managers to add more process when progress doesn’t meet expectations. Taking a step back and looking at roles & responsibilities can be an effective way to reduce friction without adding meetings and sign-offs.
Another strategy is to find ways to push decisions further down in the organization. Those closest to the problem are best placed to make decisions and create solutions.
Delineating between one-way and two-way door decisions can be helpful in making the call about how low/high a decision should be taken.
How does you organization handle this?
Great article. Nicely done.
I work offsite, however in constant contact with our leadership team and relate to a DRI position. I like the Failure Modes and Anti-Patterns section. This advice is good for any business.
Definitely relatable to healthcare professionals too. Especially with our advances in technology and newer products.
How do you handle that?
Working remotely means bringing even greater clarity to who is the DRI and what their scope is. Distributed teams need greater autonomy and stronger empowerment. Less micromanagement and more guidelines and goals to achieve.
Thank you Mai-Ly! Great to hear the model is applicable to health care as well.