People who I worked with,they really cared only about their own work. They
didn't care about the work of the whole company or the whole team or my work so
I had to go to my boss to get feedback, if I'm doing the work correctly or not
and the other people were like "okay you're doing fine" but they really didn't
care they didn't want to really get involved. Everybody has a
hidden agenda: I like some goal or I want to have this customer because
this customer pays a lot and I don't have to do anything, or I was this guy
that really didn't care: I just wanted to get money and experience to get
somewhere else and the goals of the company were probably to get money and
you know get big and so on. When I was starting an organization I thought
I wouldn't like, you know, I like, I would like to have guys who are involved but
also think about the goal of the whole organization how can I do it? So I
decided that I want to build a good organization in the maximum extent of
the sport. My friends were telling me like "man you're just doing some crazy
stuff there" but I felt really great when I found out that there are, there were,
more companies like that.
So guys, Adam just presented to you some theory how it looks and some examples
how he implemented it in his company and I just had different presentation
for today but I figured that I'll change it for today and basically
just copy-paste the solutions that I have and how we do it internally because
it's really a lot of work, sorry - just a lot of work to build it, and it really,
it really works differently in my opinion and I think examples can really
explain the whole concept much better and it turned out that I kind of built this
kind of organization but I didn't know about it.
In the beginning I was just a guy that really likes data you know, thinks
about how to improve things, how to change things, how to build processes and
my experience in the past was focused more on things related to the Internet
and to traffic to Google Ads, Facebook Ads
SEO and in general the whole concept of all of the traffic that comes to the
website and what happens with it and I was valid because I could come up with
some ideas how to change things and make them work better and when it came to the
decision that I want to build my own team. I just kind of decided that I want
to have the same approach - agile approach, the same as in software
development you have agile so you will improve things all the time
so today, yeah so it turns out that after like around two years ago, I think, or one
year and a half somebody told me that it's called teal organization and there
is a book about it and it's becoming, you know, a buzzword and so I
was like okay let's read it and that kind of I really got inspired by that and
I continued into that direction and I cannot tell that it's like 100%
the organization because in even in the book they say that you
continuously go towards this goal that you want to become till more till
and more till so I say that it's like 70% or 50% teal.
So Adam explained what is teal but I will just give examples and what processes
what things we I got and together with the other guys because with time people
came and joined, some people left but the people who stayed really got
involved in that, you know, improvement and agile approach to the changes inside
of the team and how we work and you know started to run experiments on ourselves
basically. So and yeah, as Adam said there were there were many companies at the
same time that's in, you know, in the time span of 20, 30 years or even more they
thought that these companies are alone and they just came up with some
stupid idea, with crazy idea and people were thinking "oh this is it, this crazy
you know different, ideas different company that they manage themselves
differently" and I thought the same about me and my friends were telling me like "man
you are just doing some crazy stuff there and for me I was I
thought really that its, it was really strange and and but and but I felt
really great when I found out that there are, there were more companies like that
so what I've missed when I had to build, start building
organization I decided I will do it better so I missed that in the
previous place of work I had only one area of expertise so I had I was this
guy, but actually I wanted to try bits and pieces of different technologies
different things, different roles, different responsibilities so I'm a guy
that likes to be all around and try different things and then I'm motivated
and not everything is black and white and many many entrepreneurs just
think you're good or bad at your work but actually it's never like that. You
are like good in 7, you're like out of 10good things that out of ten
things that you do at work you're good at 7 and really bad at 3 so
let's cut out these 3 and just let's focus on the seven for example so it's
always something in the middle between black and white.
So there was no instant honest feedback: like people who I worked with they
really cared only about their own work they didn't care about the work of the
whole company or the whole team or my work, so I had to go to my boss to get
feedback if I'm doing the work correctly or not and the other people were like
"okay you're doing fine" but they really didn't care they didn't want to really
get in, they were involved and the 4 was unknown or irrelevant organization
goes to me so I really, when I worked I was this guy that really didn't care I
just wanted to get money and experience to get somewhere else, you know be
better at what I'm doing and the goals of the company was probably get
money and you know big get and so on and when I was starting an organization
I thought I wouldn't like you know I like I would like to have guys who are
involved but also think about the goal of the whole organization. How can I do
it? And hidden goals of colleagues, project managers, bosses everybody has a
hidden agenda I like some goal or I can, I want to have this customer because
this customer pays a lot and I don't have to do anything or you know many
many different things and everybody has some agenda behind so I decided that I
want to build a good organization in the maximum extent of this word. In my
opinion, so in my opinion it was very related to my values so it was focused
on self-realization so achieving my own goals or allowing other people to allow
to achieve their goals, so how can they build organization that will allow other
people to do it focusing on trust so that everybody could trust each other.
Happiness and fair results division so how to build this, how can I like
focus on this kind of task. So to put it in a more business sense after like
three or four years now I can like tell that back then, of course I had to focus
on high quality sales and profitability like every company, so first was high and
higher quality, growing sales, increasing profitability these are like normal
classic goals of a company. But in the same time almost on
the same level I wanted to focus on the trust, engagement, comfort of work,
self-management of entire team as well as of every team member so
that was the goal. And I think that I kind of succeeded and I even started to
kind of mentally divide it from the things that we do and how we name each
other and we kind of started to name it "performance teams". Performance
because we sell performance services, so based on the results, so as much as we
can get as a service we get that much money from a customer but also we are
internally built in a performance way. And in comparison to Adam and many
teal organizations we are kind of extreme. Because I think I exaggerated a little
bit the optimization and transparency and everything, when probably you will think
the same but I will just explain it in a second just to give you ideas. We have
like 50-70 % growth of income a year to year, it's four years and over 20 people
and I didn't have any capital at the beginning so we are just investing and
growing slowly and maybe it's not a rocket and it's not a startup but I
think we are doing pretty well and from my side and from management side the
benefits of this kind of new system that I can share with you at the moment is
that we have automated financial controlling so there doesn't have to be
a person that controls finance because everybody controls funds and finance.
Because everybody controls these are their own finance and if the finance of
this one person is okay and then times 20, then everybody, the whole company's
finance is okay to put it simple. And spend like 16 to 22 hours monthly on
just management so I think it's pretty good number that I don't have to spend
that much time on just management and we have kind of fixed to it to any percent.
But it goes down because of unpaid invoices and so on some you know typical
problems in Polish market or even international markets but we call it
even. We don't even code margin or income
which is called "safety net" because just we reuse this money to invest into
new people that we hire and even if really we have a really bad situation
project, is not profitable, we still have this margin because it's percentage
based of every project and I believe, like Adam, that these teal models,
because I kind of build my own, I kind of start to name it but there are also
other like holacracy, like different types are described in the book but I believe
that it's the future of organizations. Why ? because today we work
in highly complex, dynamic environment and if everything changes so fast, if we
have organization that can also change very fast without, you know, centralized
decision-making, I can feel it even on my skin that I have to really keep up with
the changes that are happening in just such small environment as twenty people.
And I don't know about it, I come the office, I don't know, one week and I
find out that they just implemented something that I had no clue about it and
this is a direct response to a need, to a market so if they can even start to sell
it as a separate service, so the team comes up with new things all the time
And also you know it may also seem that this kind of organizations can be
chaotic, because as Adam said in the previous part it's focused a lot of self
management so everybody has to decide on their own what they want to work
on and this can create chaos but in fact there is no chaos: it's really, it's really
dynamically adjusted and you don't feel that it's chaotic at all. And also
there are no experts in this field, this is very new thing and basically I
see that we are teal but like 75%, but nobody really can measure that basically.
So my goal for today is I would like to inspire you to experiment with
your organizations to produce more efficient and happy workers, our
co-workers, and I plan, I will describe my pitfalls the model the one that I told
you about. The one that exists in our team and also
theory versus reality: how you can, kind of, these cool things that you say in the
slides put in the reality. Okay, so this is a
classical organization the one that everybody is part of always so you've
got, you know, relationships, ex, affairs sells drugs to, jealous secret deals so
so many things. And everybody there is such crazy network and when you extend
it to the partners of the company and also customers that you have
relationship with this is becoming like crazy. And the goal is to get there. Like
to really build a net of different relationships of you know positions that
are built dynamically as an organism, like Adam said, my goal in the beginning
before I read about it was to create many CEOs of, you know, many small bosses
that takes care of different areas teams projects and of course like I am, I can
be a part of somebody else's team and there is another boss but I am boss of
my own projects, let's say so this is like I can be in like many many
different projects areas and teams and whatever I take, whatever responsibility
I take, I put 100%, so maximum engagement and also clarity what I have to deliver
and this is extremely difficult: the pitfalls, I will start with that because
to do it to really move into the direction that Adam mentioned you have
to know that you have to like there are many, many errors you can make the first
one was recruitment. You have to focus on people who really really are self-aware
they know their goals, their values and I would say this kind of engaged part it's
easier to start with them but later they can by example bring others and
also engage them to trust of course in this book and in teal organization and
management they are talking a lot about giving trust like I can I give you the
full authority to do whatever you want, to deliver that goal yeah but you have
to control. Especially in the beginning and also
second thing is, which is extremely difficult you have to start measure
distrust how we each other for example trust each other if you work together
after some time people, I can clearly say that the team stuff stops trusting this
person because he failed in this task, in that task, in this project in
that project, and they stopped giving them tasks after after some time this is
a clearing process let's say internally, but you have to
measure it to see in the numbers and then make decisions based on the
numbers and conflicts. This is really important to know yourself how to solve
conflicts in the beginning and also teach other people how to solve
conflict,s because if you can imagine in such dynamic environment when you know
many people can pick whatever project they want and it's very open and
transparent many conflicts may arise and then you have to know how to solve them.
Usually by just explaining ok so the 3 pillars that Adam mentioned so when we
destroy the pyramid so I'm not the boss anymore we are all together directing to
one direction, we want to achieve: I don't know - we want to be the best in analytics
of web services and then few people immediately start to feel that they need
to have the answers to these questions like similar to what Adam said who can
make what decisions there has to be one person. How can I make decision when this
person is not available? who is responsible for what? who can spend
money of the company? how the results are measured and discussed? what stops us
what stops us from being lazy? and who gets what salary? imagine that there are
companies and also in our case we design the salaries that we get and also in
other companies it also exists like that so probably you think that people would
pick the best the biggest higher salary and just take it but it's not the
case. So what what are the processes to answer these questions?
like also Adam said: This is advisory process one of the most
important things whatever role you take and whatever responsibilities you take
just have to think who this decision that you want to make in this role will
affect so if I am, for example, responsive or the website of the company I have to
just ask marketing department if I can change it the way I just thought that it
would be good so this is you just have to ask this person that may be
boss because he really pays a lot of attention to the website but if he
doesn't, you will tell it then you just have to ask the marketing department for
example that you know that is really, really correlated with this area and
each areas are really correlated really close to each other
and you just have to go through this advisory process and ask these people
information sharing, rows divisions so you have to divide the roles in the
proper way. Project division so you have to also
keep up who gets what project in the very dynamic way written down rules so
whatever problem conflict arise and you solve it then write it down so that
other people would know how to solve this kind of situations and fair work
results division process so you have to come up with some algorithm some some
process of dividing the invoices that come from the customer for example we
earn 10000 euros so how can we divide it in the simplest way? for example is to
check Toggle how much time we tracked and for example divide equally by the
time spent of the team members that were involved in that project for example.
This is one of the ways. Financial transparency - this also creates a lot of
information how much we can spend on different areas but it's not about
giving all the information but also how much project budget, each project has
budget, each team has budget, each area has budget left - for in for some
investments or from for some costs and how it works internally in the team so I
call it a hybrid between a being enterpreneur and also an employee.
Because in the beginning when a person comes, we evaluate their skills based on
also the matrix of skills and this person that if this person
joins the team gets evaluated in every skill: so for example this is a web
analytics, Google Ads, Facebook Ads, SEO, i don't know, web development, PHP or so on and so
on and each of these skills have had a technical leader that can evaluate and
have this his own way how to evaluate these skills and he gives a grade and
based on these grades we evaluate the the minimum amount of money that
this person will get and with time this person starts to collect different
projects and basically this is like an open marketplace of, you know
different projects that are people involved in and based on the
interactions in the office, in the in the hangouts, in the chat that people ask
each other "hey I've got a lead, I've just have this customer is there anybody free
to help me is? it anybody available to help me? and then people just connect
each other they start to work together and it's kind of creating a portfolio of
different projects so over here you can see that this is a training for Google
Apps for domain numbe. Sne domain is the name of the project implementation of
UPC domain number two, implementation strategies here on our domain number
three, so each of that is a different customer and implementations Google Ads for
domain number four, so these are customers and over here we have internal
roles that are also projects but internal not for the customer but
for the benefit of the team and over here we have for example scripts and
optimization Google Ads quality control and Google new tools tester, Google Ads and
all of that brings I'd say some value to Thomas who is a Google Ad specialist and
based on that in the beginning as I said he gets the minimum this is the
break-even point as I said evaluated based on his levels in different skill
areas and technical areas but with time based on this portfolio that he's
collecting different projects and also so based on the trust of the team
members that people start to trust him because they can see that he's a
reliable co-worker, he delivers awesome value for the customer, the customer
wants to even gets better and better results and
they even want to pay us more because it's going great and there are
no problems with the delivery of anything then he is just collecting more
and more tasks then even there is a need sometimes to have a role that will
control if he's not taking too many projects and we have to also control
that. And with time he basically becomes an enterpreneur, internal
entrepreneur who has a portfolio of projects and he gets a performance-based
salary but in the beginning when he starts, he gets the minimum number
minimum salary based on his skills that he has.
So this is a kind of hybrid and main features of the solution of the whole
this whole model is transparency and this is kind of also connected
with time because in the beginning we I just decided that I want this company to
be transparent so I will share all the information about all of the project
about the profitability, then the next came quality control. At the beginning I
was controlling the quality, later on I have to come up with ways how people
would control each other for work results division so if everything
was transparent then I have to come up with different ways how to share the
results of different projects to divide the money that is coming from the
customer in the righteous way according to the team members so that they
wouldn't, you know, there wouldn't be any conflict between each other and of
course sometimes it happens that they argue because I did that, you did that
but it's like really almost once a year seriously and even though we have
this situation that we have to divide the money coming from the customer, if we
I don't know have 100 customers then we have to do it at least 100, 250 times a
month and you can multiply it by 2 or 3 because there are at least two or three
people involved in each project so you can see how big the matrix is and how
much data we have to calculate, you know to really give out the output of how much
each person gets at the end. Dynamic, yeah dynamic responsibilities division so we
have to keep up also who is involved in what projects all the time and also in
which internal role, because if you if I would
let everybody do whatever they want they connect, we connect each other in
different project groups and nobody can really keep up who is with who and who
is responsible for what and you have to create a process how to write it down in
a really dynamic way equal rules so this is also related to this written down
processes so we have to create one, like in country law that will abide everybody
inside of the company, so there is nobody above so I cannot like break the rules
because everybody would get demotivated because you created the company, you
created the rules and now you are just you know, breaking everything. Self-
regulation - so this is another thing we have to come up with ways how to
actually I will just discuss in a second elastic rolls and self-motivation so
these are all like the main features of this model, so transparency generates
higher trust and also better and quicker decisions like Adam said that when we
have all of the information regarding customer you know partners of the
customers how the relationship went the whole history and the performance then
you can get really, you can really make better decisions and also people start
to trust each other especially they trust the CEO or the team leader however
you call it they start to trust him more because they know that he's not about
the money, they did they don't think that he makes millions out of this company
that they really see that in the really bad months or something he
doesn't really he can may not get the money that he because he's at
the end, let's say he may not get the money because if there is a bad month
for example, but but there was not. And controlling roles, plus project control:
so if we have for example projects and each project is is just two people
together working on for each customer then we have to have like controlling
roles like in the beginning I was controlling each project but with time
my time was not unlimited and I had to like switch, so I kind of distributed
this role and for example there are like 5-6 best people
we're controlling other people and we and they're controlling each other so we
just have to have a spreadsheet who controls what in both time and there is
one person responsible for like you know making it happening ,profit yeah this for
fair work without division it's about profit sharing and consuming and also
what is important: that we have to divide the costs of the company so it's not
like the cost of the company are not only for the of the whole company but
also for each project, also for each team because one team's uses this tool but
the other two team doesn't use this tool they use different one and they all want
to use this the first one so so you have to kind of have really internal system
to divide the costs and also they have to know how much they pay for each task,
for each cost, and thanks to that at the end that you can also up to optimize the
cost on themselves so that's why I said that it's regulated and they make micro
division of responsibilities and this generates natural delegation of
decision making authority and accountability. Yeah rules gives
scalability and equality scalability is very important because I had time to
like explain everything for like eight person that joined the team but I didn't
have time for the twenty, for example, and thanks to the fact that we have a lot of
workshops recorded like this one for example and also a lot of rules written
down and look one document or few documents they can just read it and just
find out about the things that we discovered in the past and just they can
just catch up with all the things how the things work and thanks to that it's
scalable. The quality and time tracking gives us financial self-regulation and
project self-regulation, financial is thank due to the fact that we know how
much customer pays and thanks to that we can know how much time we should invest
so that the project could be profitable and in the same time, project the
self-regulation works that people can change projects between each other so I
don't have to say that you should work on this project only and that's it, he
can decide whatever time he wants to switch with somebody else for example
if he's boy like if he's like tired of a customer because he has really tough
time communicating this customer he can to ask a colleague let's just switch
because you have a bad one maybe if we switch it will work better.
And this is also like a project optimization because you know thanks to
that he can know that they know how much was the profitability of the project and
again they can know and optimize themselves who works on what elastic
roles. Also each person and each team can create roles on their own so
basically if we have for example a SEO team, a SEO team for example came up I
know one year ago that they will divide the each project to two roles instead of
this one and in when they did it the productivity roles
but like 20 or 30% just by the fact that people
started to specialize in just one area of in inside of one service, that we sell
to a customer and they just came up with them without division themselves like I
didn't have to do it ultimately they didn't have to do it just it just came
out with naturally and thanks to that it's very elastic because
instead of a project you can also divide the project into different areas you
just have to write down everything and just put a name who is responsible for
what and people remember that and this gives us new methodologies, processes and
services and this has a lot of hybrid I already talked about it but to let you
know this is a lot of motivation especially to people who take care of
money quite a lot but not only, because this gives you a lot of value for
yourself that you know that you work and the hard work that you provide and your
awesome ideas that you give out they pay out because the customers really see
that, the value of this project goes up with time and you
start making more and more money and you didn't have to jump from one company to
another just negotiating with new bosses how much you want to get because you
know that your worth is quite high because how this how usually people do:
just leave company or just negotiate with the boss to get more over here the
if you are doing awesome job and the customers see that it
directly affects your salary and also it affects self-realization because
if this is a very important goal to you then people just you know achieve and
also it's really related to the fact that people look for challenges with
time and the more challenges they get and they really can transform into a
higher salary with time so coming back to the previous slide with the answers
to the questions I kind of put it together the rules that exist inside of
my model to connect it like: advisory process is part of the rules,
information sharing, is just the transparency role, division processes
this is the dynamic responsibility division, and so on so now I'll just show
you how it looks inside so to compare traditional company we've got their
organization scheme, fixed position, responsibilities fixed, titles, promotions
superiors and employees so in the old organization scheme is
replaced by dynamic map changing organization so it looks more or less
like that if I would have to imagine that but I don't have a software to
visualize it but how I visualize it I just have spreadsheets and basically
this spreadsheets are visited by everyone every day, almost every day because they
come and visit that and we who have designed roles in for example over here
these are the names of roles that are internal for the team over here we put
their names here, each person who is responsible for what usually it is one
person first is responsible for that, second is helping this person in
this problem, we have a wage of this of this role because if we treat it as a
marketplace their roles internal roles are also they also have
hourly rate assigned to it so basically it's all calculated later on
based on toggle how much people spend on each roll and over here we have projects
and we have different domains of different customers and over here we
have also division of people who are involved in this project so you have
five columns basically and this is how we split: 100%, 20%
stays in the company 80 % almost is divided between people and also over
here we can put different percentage we also have a methodology how to share the
percentage in a different way than just based on time but also based
on the impact in the project so because one person can come come up with a
strategy it will take this person two hours and the other can implement it for
eight hours by the value of the guy that came up with the strategy is much higher
than the guidance of the person that implemented it yeah and in the
traditional organizations we have fixed positions and responsibilities a new
version we have full responsibilities and authority in the chosen roles so how
it looks over here for example we have workplace by Facebook and over here
every role which is around 40 to 50 has a report by the person that takes care
of this role posted to everybody it's extremely transparent and they state
what is the role of the project how much time they spend what they achieved
in this month and what they are planning to do and achieve in the next month and
they also can get some comments and like, shares is whatever the same is on
Facebook and over here we have also the time how much time was spent this is an
example of auditing role of so the one that I talked about that we added each
other words so that we could bring more and higher and higher quality of the
work and also we've got Asana connected with this task and this person
who's responsible for that takes care of you know taking care of these tasks to
deliver whatever is inside of this role: for example this is a role office so
whoever is responsible for the office whatever is related to office and yeah
and fixed titles: so we've got precise roles in a project
or in a team, defined by team members themselves, so when I become a for
example responsible for the office I can ask some people to help me out and we
basically create really precise roles who is responsible for what inside of
this role so there is a lot of roles a lot of dividing responsibilities inside
of them. The same applies to project for the customers but it happens
automatically by the people themselves. But what is it really important to write
it down in the, in the process and the reality is of a here for example this is
a division of the responsibilities inside of analytics project for a
customer so the customers also knows who is responsible for what on our side also
it happens dynamically because people are, all of the people, connected on the
in the project from our side and also also from the customer side are in
at one channel so that they can connect, talk and it happens really really fast
that I for example can be a substitute of a person that is sick today and we
can jump in and I can see on the chat, thanks to do you know all the new
technologies and be you know instantly from a guy that's responsible for
analytics become Facebook Ads guy because there is nobody to you
know fill this space because somebody's sick for example, but usually team
members just do it between each other and this happens really
automatically this is a part of the matrix about the skills and that I
talked about in the few slides ago over here we have just technical skills,
certificates, responsibilities so we try to measure responsibilities if they take
responsibilities or not if we can trust them or not and also critical
skills. Yeah in the old system we've got promotions over here we have higher
responsibility and trust so this is also related to hybrid salary that we talked
about and that with time they, when they get when they receive higher and higher
trust inside of an organization people start to really come to these people and
just ask them to do projects together because they know that if they will work
together the project will be safe and it will
be delivered in the time and also they will achieve the goals of the customer.
And it'll be done in the best way possible and this is like an invisible
currency but trust plays a huge role in that and I don't know like we I have
some measure some way to measure that but basically it happens like
without seeing it and I can see that by by the
salaries that people get and just people some people are just so good at the work
that people just get around them and they really want to give them the best
projects. And also another way is to build internal project because some
people to sell to achieve self-realization one of the goals is for
example to fund their own company, their own agency and for example a case is
that the guys just decided to focus and build separate brand focusing only on
analytics so they and when you build this kind of internal team then you get
49% of sure and 51 is this let's say the whole company's sure because we want to
maintain that financial control and also they can take the project that were
developed already inside of other teams and we have already like four or five
teams like that three of three other teams in the last two years failed,
because of the lack of the right leadership but four are doing quite okay
at the moment so it's not only one team which is called MTA Digital, this is
the one that I found it but there are already some other teams internal teams
inside of these 20 people and we also treat it as a role in one role we are in
one team in another role we are in another team, and we just switch by
emails. Yeah in old version we had superiors and employees now we have team
leader and team members and over here you can see that it's a lot of
doing dailies and meetings over here, it's a lot of workshops and a lot of
one-on-ones to deliver this value and deliver and we really find out who is
motivated by what and how can i connect who is motivated by what to with
whatever we can do inside of the company to achieve you know their
own personal goals. And that will be all. Thank you!
Sorry for breaking little bit up but I'm not used to public speaking that much so
thanks!
For more infomation >> Man facing 3 murder charges is captured in trash can after escape - Duration: 0:24. 
For more infomation >> This museum is rich with local African American history - Duration: 5:17. 
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