bos2015 claire lew, know your company. don’t be the last to know

v v

Don’t be the last to know.

@cjlew23

Hi, I’m Claire Lew.

v v

@cjlew23

Think back…

Someone left your company

Someone left your company and you didn’t see it coming.

You could’ve done something about it.

You’re the last to know

You’re the last to know an employee is underperforming.

You’re the last to know a project is running behind.

You’re the last to know an employee disagrees with the

company direction.

You’re the last to know an employee is thinking about

leaving.

• You’re the last to know an employee is underperforming.

• You’re the last to know a project is running behind.

• You’re the last to know an employee disagrees with you.

• You’re the last to know an employee is thinking about leaving.

At





At Balsamiq





At Yesware





At PrecisionLender





At Close.io





At ServiceRocket





At Adzerk





At NowSight





At Loopio





At Mailchimp





At PHC Software

All companies.

All the time.

85% feel unable to discuss concerns

(2009 Cornell National Social Survey)

70% hesitate to speak up at work


42% admit to withholding information


I’ve felt this pain, firsthand.

You don’t have to be the last to know.

Don’t be the last to know

TODAY

Why it matters

TODAY

Why it happens

TODAY

How to avoid being the last to know

TODAY

Why does it matter?

Disengagement

Managers who give little to no feedback to employees result in 4 out of 10

workers being actively disengaged.

(2009 Gallup study of over 1,000 US based employees)

For each disengaged employee, a company loses $3,400 - $10,000 in salary due to

decreased productivity.

(2009 Gallup study of over 1,000 US based employees)

Turnover

of people would today consider finding a new job.

74%(2013 study by Harris Interactive)

The most actively engaged workers (54%) give the highest agreement rating to this

statement: “I feel I can approach my manager with any type of question.”

(2015 Gallup Employee Engagement Survey)

Experts estimate that replacing an employee costs a business

150%(2013 Inc Article)

of an employee’s salary

Accidents & Mistakes

(2010 survey of 2,600+ across industries)

Employees directly intervene in only about 2 of 5 unsafe actions and conditions that

they observe in the workplace.

Why does it happen?

Futility

What can we do about it?

How can we avoid being the last to know?

Overcome fear & futility

Ask & Act

Why is asking important?

Answers only come when you ask questions.

Overcome fear.

Your goal: How do I ask for information in the least threatening, least biased way

possible?

What makes it so hard to ask good questions?

It’s easier to jump to an answer, rather than ask a

good question.

We value tasks > relationships.

How can you get good at asking for feedback?

Ask

1

2

3

4

5

Ask

1 Go first.1

2

3

4

5

Go first.1

Ask for advice, instead of feedback.

“I could use your advice…”

Admit a vulnerability.

“I’m struggling with…”

Figure out how you’re getting in the way.

“How is my behavior making things worse for you?”

Ask

1 Go first.1

2

3

4

5

Ask2 Shoot the elephants.2

1

3

4

5

Shoot the elephants.2

Make it clear you’re looking to learn, not to judge.

“I’m asking this question because I want to learn…”

Tell your employees you want them to be honest.

Kindness and honesty are not mutually exclusive.

“Don’t worry about being nice. Be helpful.”

“Sugar-coated answers don’t help anyone.”

“Please feel free to argue with me.”

Ask2 Shoot the elephants.2

1

3

4

5

Ask 3 Be specific.3

1

2

4

5

Be specific.3

Ask about one thing.

“What’s one thing…?”

Ask about a specific event, milestone, or project.

“What’s something we should talk about at our next all-company

meeting?”

Timebox your question.

“In the past two weeks…?”

Ask for concrete information.

“Can you give me an example?”

“How’s it going? Anything we can improve on?”


“Things are pretty good. Nothing I can think of really.”


“I’ve been wrestling with some big-picture stuff about how the company could get better, and would love your help with it. What’s one thing in the past week we could’ve done better?”



“I’ve been wrestling with some big-picture stuff about how the company could get better, and would love your help with it. What’s one thing in the past week we could’ve done better?”

“Hmm, well the other day, I had to sit down with our new hires to

remind them what our focus was. So maybe we’re not as clear about

our vision as a company as we should be. I’m just concerned that they’re not spending the best use

of their time, and we’re more inefficient than we should be.”


Ask 3 Be specific.3

1

2

4

5

Ask4 Look to the future.4

1

2

3

5

Look to the future.4

Ask about what could be better in the future.

People tend to be more honest when you ask about the future, versus the past.

“Going forward, what’s one thing…?”

Ask4 Look to the future.4

1

2

3

5

Ask

Do it often.5

1

2

3

4

Do it often.5

Practice Habit Culture

One-on-ones Social opportunities

Company pulse surveys All-company get togethers

Don’t just talk to managers – go to the source.

Ask

1

2

3

4

5

Ask

1 Go first.

Ask

1 Go first.

Shoot the elephants.2

Ask

1 Go first.

Shoot the elephants.

Be specific.

2

3

Ask

1 Go first.


Be specific.

Look to the future.

2

3

4

Ask

1 Go first.


Be specific.

Look to the future.

Do it often.

2

3

4

5

Applying this to your company…

The four questions you should ask every

employee…

“If someone asked you to describe the vision of the company, would a

clear answer immediately come to mind?”

1

“Do you think the company is the right size?

2

“Have you ever been afraid to suggest an idea at work because you thought

someone might shoot it down?”

3

“Do you feel like you're spread too thin right now?”

4

Company Checklist

During your next leadership team meeting: Ask for advice.


Before your next employee engagement survey: Shoot the elephants about why you’re doing it.



In your next all-company meeting: Ask a specific question vs. “Got any feedback for the company?”


During your next one-on-one: Ask a question that looks to the future, not just to the past.




During your next one-on-one: Ask a question that looks to the future, not just to the past.



Ask yourself: “When’s the last time I talked to someone other than a manager?” Increase those interactions.

Ask

1 Go first.


Be specific.

Look to the future.

Do it often.

2

3

4

5

Act

1

2

3

4

5

Why is asking important?

Action is how you overcome futility.

Why ask, if you’re not going to act?

What makes it so hard to act on feedback?

We’re busy.

We’re biased.

How can you get good at acting on feedback?

Act

1

2

3

4

5

Act

11 Listen without judgement.

2

3

4

5

Listen without judgment.1

(Easier said than done.)

Acknowledge your biases + assumptions.

Being right vs. Getting it right

Write down the feedback.

Ask yourself: What does it feel like to

work for me?

Don’t get defensive.

Being defensive is the killer of an open culture.

Assume good intentions from your employee, and your defensiveness

goes away.

Act


2

3

4

5

Act2 Recognize the messenger.2

1

3

4

5

Recognize the messenger.2

Sometimes, that’s all the employee is looking for.

Gratitude is an important contributor to employee

engagement.

Set an example in your company for how to handle dissenting

opinions.

“I really appreciate you sharing that…”

“It means a lot to hear…”

Act2 Recognize the messenger.2

1

3

4

5

Act 33 Explain why you’re *not* doing something.

1

2

4

5

Explain why you’re not doing something.

3

Most employees just want an explanation.

Without an explanation, employees fill in the blank with assumptions.

Be direct.

“Here’s why we’re not doing this…”

Don’t make it personal.

“I think” “I feel” “me”

“the project” “the company”

“us”vs.

At the end of the conversation, follow up and ask what people

think.

“What do you think?”

Act 33 Explain why you’re *not* doing something.

1

2

4

5

Act44

Emphasize what you share in common.

1

2

3

5


4

Point out what you agree on.

The point of feedback is to learn – not to win.

You’re all playing on the same team.

“I know we don’t agree on everything, but here’s what I

do think we agree on…”

Act44


1

2

3

5

Act

Knock out a quick win.5

1

2

3

4

Knock out a quick win.5

Timeliness matters.

Take advantage of the low-hanging fruit.

Delegate :-)

“Because of this, we’re going to do this…”

Act

1

2

3

4

5

Act

1

2

3

4

5



3 Explain why you’re *not* doing something.

Act

1

2

3

4

5



3

4

Explain why you’re *not* doing something.


Act


Recognize the messenger.



Knock out a quick win.

2

3

4

5

Company Checklist

During your next one-on-one: Write down what they say. Shows your listening — prevents you from being defensive


During your next all-hands meeting: Recognize the messenger.



In your next company-wide email: Talk about the last thing you just implemented because someone gave you this great idea.


In your next one on one or all hands meeting: Talk about one thing you’ve been all talk no action on, and explain why you’re not doing it. Explain what you have in common.


In your next company-wide email: Talk about the last thing you just implemented because someone gave you this great idea.

Act


Recognize the messenger.



Knock out a quick win.

2

3

4

5

How to overcome fear & futility?

Ask & Act.

You may be thinking…

“I’ve got a lot of other stuff to do.”

If you don’t know your company well, how do you expect to run

your company well?

“This is all great in theory, but how do I remember to do all of

this ‘in the moment’?”

Start with one thing.

Culture doesn’t happen overnight.

“Honestly, this makes me a little nervous.”

What employees think and how they feel – that all exists whether

or not you choose to know about it.

Don’t be so hard on yourself.

Prove your intentions through your action.

How can I be more helpful to you?

v v

You don’t have to be the last to

know.

v v

Thank you, Bos!

v v

@cjlew23

Questions? :-)

v v

bos2015 claire lew, know your company. don’t be the last to know

Technology