What to do when you’re cut deep by negative feedback.
I wondered when this day would come. I didn’t think it would be so soon, but here it is. It’s Ankita Roy’s last day with the e3 team. It’s a weird feeling when someone resigns. Part of me feels like I’m losing an arm. I’m certain that a little bit of the e3 soul is dissipating. Ankita has been in my life for about 653 days, and I already can’t imagine life without her.
It took me a while to come to terms with the fact that Ankita is leaving us to go and live in New York City. Not because she’s leaving, because she is going to live in New York City! Jealous? Yes! There are few things better in life than a fresh start, and I am filled with joy for Ankita (honestly, I am).
To mark her send-off and to do her farewell any justice, I thought I would reflect on what she’s taught me. She’s had a lasting impact on my life, and I owe it to her to honour that.
Listen to learn and solicit people’s opinions before you give yours
Ankita is possibly the best listener I have ever met. At 22 years of age, she has mastered the art of listening. I don’t mean ‘listen’ like the rest of us do (as in, we don’t listen, we half listen, we make assumptions and we hear what we want hear). Ankita actively listens and asks wicked questions. She is never the first to proffer her opinion. She will ask yours first, and listen to what you have to say. Then she’ll ask more questions, and then seek to understand what you are trying to say, and then she’ll share her thoughts. Not very many people do this. Not very many people are interested in other people’s opinions. Ankita has taught me how to listen again, and she’s altered my perspective on conversation.
Seek feedback. If you don’t ask, the answer is always no.
In her 1.5 years with us, Ankita frequently sought feedback. But not in the annoying ‘Gen-y’ attention-seeking way. She would have prepared thoughts, jotted down notes, and reflected deeply before we caught up. She would discuss what she thought she could improve and then ask for feedback on what she can be doing differently. And she did this often. She never waited for us to do it. She took ownership of her own development and came prepared to every conversation. It’s easy for days, weeks and months to slip by without even noticing. Ankita frequently made the time to get feedback. And she gave it too. She would have always thought about how we can do better and would give us feedback. I really appreciated this about Ankita. She’s helped me become a better person.
Curiosity is the antidote to fear
I’ve had the pleasure of seeing Ankita grow and develop over the years and I’ve observed one quality that surpasses all others in terms of her brilliance. It’s her curiosity. She is one of the most well-read 22 year olds on the planet, she is constantly scouring books and articles that bear no relation to our day to day work, but that add great value. She is the first to share a statistic or reference a TED talk, and when new projects come her way, she dives straight in and embraces the unknown. Most people would be scared to death with the type of work Ankita gets involved in. We’re constantly throwing her monumental challenges, like how to raise awareness of money-laundering and corruption to the branding of an ultra-high-tech-infrastructure project in Malaysia. Ankita hasn’t been held back by fear; instead her curiosity guides her to incredible outcomes. We’ve come to rely on her curiosity and we will greatly miss it.
Thank you Ankita, for believing in E3, for turning up every day ready to embrace the chaos, and for bringing sunshine to all of our lives. NYC is ready for you, and we have no doubt that you will rock it. Enjoy every minute, be grateful, take in your surroundings and never forget what a fabulous person you are. You have enriched my life and I am forever grateful.
All my love
Our most recent adventure took us to the beautiful LinkedIn office here in Hong Kong. We took on the challenge to design and facilitate a high-energy, interactive session to explore their company culture. It was a real pleasure. The team are awesomeness personified. Shout out to Ray,thanks for organising it.
By way of context, we took on this challenge to show them how we work, rather than tell them. We are starting a partnership with LinkedIn and what better way to get started! They gave us 30 of their people and two hours, and we gave them everything we had!!!
30 people. Two hours. Four activities….
1. Culture is tangible.
In the first activity, we divided the group into small teams and gave them the challenge of bringing LinkedIn’s culture to life using different mediums. One group went around the office taking Polaroid photos. Another created a playlist to serve as the company’s background music. The point being that culture exists beyond words on a piece of paper. Instead culture rests in the sights, sounds and visuals we experience everyday.
2. Culture is built on a foundation of real stories
No one walks around talking about how their behaviours are aligned to the company’s values – unless they’re joking or being sarcastic. But as human beings, we are wired to communicating through stories. For the next challenge, we got the group to think about real stories that were ‘so LinkedIn’ versus stories that are anti-LinkedIn. Some incredible stories emerged that encapsulated LinkedIn’s open, friendly culture. And of course, there were some hilarious examples of things you’d never hear in their office.
3. LinkedIn Personas
Next prompt was – imagine if you were at a party, how would you be able to tell if someone works at LinkedIn? The challenge was to create personas of the type of people that work at LinkedIn. Things got really funny here. People got up and acted out the personas in skits with hilarious scenarios. While all good and fun, the idea was to think deeply and try to codify the type of personalities that fit in at the office. Who succeeds at LinkedIn? Who doesn’t? As teams grow, it’s important to be really mindful about the types of personalities that are added as each and every person contributes towards the culture.
4. Culture is answering ‘why’.
The final activity offered some time for reflection. We are all great at describing what we do and we do it that makes us different from others. But we are not very good at communicating why we do something. The most inspiring leaders and the best companies always start with ‘why’ first; they define their purpose. They know that external factors can change what they do and how they do it, but their purpose is the core which lasts over time. Everyone got a moment to reflect on why they get up every morning. Why they work at LinkedIn. Why the company even exists.
Just like that, the morning flew by! We had so much with our friends at LinkedIn. They have such a fantastic culture and we walked away with lots of input from their team. We returned a few days later with creative that captured the LinkedIn culture.
We produced the LinkedIn Hong Kong Manifesto, we also designed a box set of 10 cards and some sarcastic posters for their office.
In the past seven years I have attended over 100 leadership and management offsite meetings. Either as a keynote speaker, workshop facilitator or a participant. 90% of them have been terrible. Why do we accept such dreadfully designed internal meetings? Why do we keep turning up, month after month, quarter after quarter, year after year, to the same horrendous internal management conferences?
Think back to your last leadership offsite meeting, management conference or internal event. Was it held in a dreadful hotel conference room? Or worse, was it held in your office boardroom? Was it two-days? Maybe it was three-days. Maybe you can’t remember because the days all seemed to blur into one after the first drawn out monologue. The coffee was probably terrible. The room was definitely freezing cold.
Most importantly did any meaningful action come from it? Most likely not. We have a problem. Organisations are spending millions every year, in both money and opportunity cost, taking their managers and leaders offsite. But more often than not, it doesn’t result in any real change.
So why are they so terrible? Here are 10 reasons why:
- The agendas are always too full and the energy of the group isn’t managed
- People aren’t consulted or engaged on the agenda design and very little thought has been put into the actions / desired outcomes / results
- The communication is one-way. They are filled with PowerPoints instead of powerful experimentation
- Action-items aren’t captured, so nothing gets done afterwards
- Keynote speeches are half-baked, they inject new thinking, but they don’t make change easy
- They are anti-innovative
- Breakout discussions are at best average, and more often than not they are a mediocre discussion about nothing meaningful
- They attempt to inspire but they don’t give people the tools to execute new thinking
- People often leave feeling that their time was wasted
- The venues are dark, cold and uninspiring (and the food is average)
The list goes on…
Something needs to change and we’re changing it. We’re taking a stand against poorly designed, poorly executed and time-wasting leadership offsite meetings and internal management conferences.
We’ve started asking different questions. What if we applied the principles of design thinking to make offsite meetings productive and enjoyable? What if we did more than just deliver a keynote speech? What if we actually took people through an experience that catalyses change? What if we created an environment that fuelled innovation and experimentation, instead of killing it?
In the past year we have designed, curated and produced some really inspiring leadership offsite meetings and internal conferences that we are proud to say have resulted in real change.
Here are our 10 Top Tips to designing an awesome experience:
- We never use hotel conference rooms or office boardrooms. In the past we’ve used art galleries, private members clubs and ping pong halls. Don’t underestimate the power of the physical space.
- We only include two items on the agenda per day. Nothing more, nothing less. We allow time and space for agenda items to be discussed deeply, and real action to be debated and decided upon.
- For a three-day offsite, we leave day three of the agenda totally clear. We decide on day two how we are going to shape day three. We’re not obsessed with having every single minute planned. We also build in an element of surprise to keep people engaged and inspired.
- We engage many people before the offsite to make sure we are solving the right problems and focusing on the right agenda items. Agenda creation is an art, managing energy and audience participation is also an art. As pre-work for a recent leadership offsite we ran seven full day workshops, a 360degree feedback survey exercise with 30 people and met with 100 people - before we designed the agenda.
- We take ‘connection’ very seriously. It takes time for the participants to connect, it takes effort to create a safe environment for people to open up and engage. It doesn’t happen instantly and it certainly doesn’t happen without some careful planning. During one of our previous three-day leadership offsite events, we spent the entire first day getting people to talk, share, listen, connect and open their minds.
- We have a No-PowerPoint-Deck-Principle. Period. We push the presenters to think of different ways of sharing their content. We design sessions with leaders that engage the audience in ways they’ve never been engaged before. It’s amazing what can happen when you restrict yourself to not using a PowerPoint deck. Creativity emerges. At a recent meeting the Vice President we were working with took the time to hand-write personal cards to the 39 people on her team, and spent two hours going around the room and celebrating their achievements. It was very powerful.
- We rehearse with every speaker. Even the CEO. We don’t assume that speakers are prepared or that they’ve rehearsed their content. We put pressure on them, making sure they facilitate an engaging and inspiring session and that they don’t bore the audience to death. We work hard with them on their content, we push back when we feel it will push the audience to sleep. The outcome? Every presentation is awesome.
- Ask people what success and failure looks like. It’s amazing that people don’t do this. They will organise an event with their entire senior leadership team, and never ask them what they want to achieve out of it. We listen to every person, we make sure we know why people are turning up, what they want out of it, what success is and most importantly, what failure is.
- We have a No-Email-Invites-Principle. Email makes people very lazy. When we are designing the invitations, or other communications touchpoints we put effort into it. We focus on the tiniest of details. For a recent offsite in the Luxury Retail sector, we designed a huge moodboard invitation, wrapped it in beautiful black paper and hand-delivered it to every one of the 40 participants.
- Actions speak louder than words. Our role during the offsite is to capture the actions, capture the conversations and present it back, the following day. Too many people leave offsite meetings not knowing what the next steps are. Any energy and optimisim created during the event is lost when people return to their busy day jobs. We keep momentum by capturing actions, getting people to commit to their actions and then communicating the plan as soon as the event is finished.
We’re on a mission to help companies treat their employees like customers. We’re on a mission to make leadership offsites and management conferences transformational, instead of time-wasting. And we have a brilliant time doing it.
Would love to hear your thoughts.
Has anyone ever told you your company vision statement probably doesn’t mean anything? If they haven’t – we can certainly tell you now.
Your company vision statement probably doesn’t mean anything.
“It is our job to continually foster world-class infrastructures as well as to quickly create principle-centered sources to meet our customer’s needs”
“Our challenge is to assertively network economically sound methods of empowerment so that we may continually negotiate performance based infrastructures”
“Our vision is to be world-class, best-in-class….”
Sound familiar? What does ‘world-class’ even mean? How do you know when you achieve it? Who will judge whether you are world-class or not?
People can often recite the vision, yes, but can they really explain what it means and how it’s measured? Often, it’s left open to interpretation, meaning different things to different people. It’s never top of mind. And so progress toward achieving the vision is slow (sometimes non-existent) and it’s hard to measure such bland, lofty statements.
So how can you create a sticky vision? Something with a collective, meaningful, consistent definition, that influences day-to-day work, decisions and relationships.
We’ve gone through the process of creating an organisational vision several times, across different industries. We’ve learnt many lessons along the way. And we’ve also discovered five things that you can do to create a vision that sticks…
1. Get out of the boardroom
Boardrooms are generally very nice places. The table is big. The coffee is hot. Usually there’s a good view. Boardrooms lend themselves well to deep discussion and pondering. But unless everyone in your company can fit in the boardroom you need to get out of it.
Company visions should drive mindsets, actions and behaviours across the entire organisation. That’s why everyone in the business should participate in the process. By asking for their input and involvement you can achieve faster adoption because the resulting vision reflects everyone’s ideas, not just a select group.
Recently we helped run a vision and strategy road show across Asia Pacific with an oil & gas company. During 90-minute open discussions with employees and the CEO, employee’s input on vision and strategic focus were explored and captured. We engaged over 200 people in six countries. Then we used these inputs to shape the organisational vision and strategy. For employees, the sessions not only helped to give them a greater understanding of the business context and direction but also gave them direct contact with the CEO as an added bonus.
2. Include what you’re not and acknowledge the past
When Howard Schultz stepped back into a CEO role at Starbucks in 2008, he recalls, “First there had to be a time when we stood up in front of the entire company as leaders and made almost a confession —that the leadership had failed the 180,000 Starbucks people and their families… We had to admit to ourselves and to the people of this company that we owned the mistakes that were made. Once we did, it was a powerful turning point.”
A company vision is forward-looking. It paints a picture of the future and provides direction. However, it doesn’t entirely wipe out the past. Creating a vision is not just about the glitz of the future and all that you hope to become. It should also be about holding up a mirror to acknowledge the blemishes. We need to take a moment to account for what we don’t want anymore to better articulate the mindsets and behaviours we do want going forward.
We are currently working with the IT department of a major airline to help clarify their vision and strategy. The first step in the process involved running workshops with the employees. Through the open discussions, we were able to identify the scars of the past and hear the employees’ deepest concerns and pain points. We were told that workshops felt like therapy sessions; employees left feeling like they had finally been heard. We left knowing which hangover from the past we had to acknowledge and address.
3. If you can’t measure it, it didn’t happen
We very rarely see company visions that can be measured. As strange as it sounds. And we very rarely see vision statements with KPIs linked to the senior management team. We’ve spent the last year comparing company vision statements with performance agreements. More often than not, we see no linkage at all to what senior managers are measured on, and the company vision statement. It’s time to include clear measures of exactly what you mean. And then publish it. Make it transparent so the whole organisation can see how the management team is linked to the company vision.
Spot the difference…
Our vision is to be the world’s best airline
Our vision is to be the world’s best airline in these three areas: passenger safety, on-time performance and customer experience. As a leadership team we are measured on improving from xx to xx and our KPIs are published here.
We are about to launch a vision and strategy for one of our clients. When we’d finished the strategy, we linked every single one of the CEOs KPIs to the strategy and priorities. Then we published it for the whole organisation to see.
4. Don’t email it. Create an experience.
There’s something about experiencing a tropical island or exploring a new city that can’t be captured through words or pictures (that’s probably why looking at other people’s holiday photos is more ‘Yawn’ than it is ‘Yay’).
People remember what they experience. And unfortunately great sentences don’t count as experiences. And neither does PowerPoint. And the worst thing you can do is launch a new vision through email. The greatest impact is achieved by designing an experience that brings the vision to life. This makes the vision real, rather than words on a page.
We recently created a three-day offsite with a luxury retailer where employees experienced the company vision in a number of different days. Day one was all about connection – with the brand, with each other, with their customers. One of the sessions involved the employees going out into different parts of the city to capture photos which they felt expressed the brand and all that the company stands for.
The experience gave them the time to interact with the vision, understand what it means to them personally and how it can influence their actions and behaviours. And by creating a safe environment throughout the experience we were able to get honest feedback from participants, giving us the opportunity to address concerns, confusion and unavoidably – cynicism.
5. Use the power of storytelling
Vision and strategy documents are boring. There is a real opportunity to use the power of storytelling to rally people behind a vision and strategy. It’s perplexing that we don’t do it enough – choosing instead to hide behind cryptic diagrams with words like ‘integrity’ and ‘partnership’ in circles connected with arrows and dotted lines.
Storytelling works because it’s deep-rooted in human behaviour – across cultures and generations. It’s how we communicate on a daily basis, whether it’s about a funny incident on Facebook, or an inspiring tale from a stranger on the subway. Stories touch every facet of our lives. We can relate to and connect with them.
Sadly, the language we use internally is corporate-speak and bland. We’ve lost the human element to the language we use. Every project we work on involves storytelling. We bring people on a journey; we are brutally honest with what has worked in the past and what hasn’t. We get people on side because of this honesty. We inspire leaders to stand up and be vulnerable. It’s not easy. It’s definitely challenging. But at the end of the day, people want authenticity, and it’s only through the power of storytelling that we can connect and relate to people.
Are you embarking on a vision-creating mission? Remember these tips…then go forth and disrupt the conventional approach:
1. Don’t just develop it in the boardroom, get out on the road, get as many people involved as you can.
2. Include what you’re not, as much as what you want to be. Acknowledge the blemishes of the past and tell an honest story about what you’ve got right and what you haven’t.
3. Avoid bland statements and measure, link it to senior managers KPIs.
4. Never, ever rely on email for communicating a new vision and strategy.
5. Tell stories. Be authentic. Be human. Avoid corporate-speak.
We are officially entering the next generation of business. Disruption. What will separate the successful, prosperous businesses from those that wither and die? It’s how intelligently they can disrupt themselves, again and again and again. Before others disrupt them. “Disrupt yourself before someone else comes along and does it”
In a world where the pace of change is accelerating, consumer tastes shift overnight and entire industries are being challenged by young start-ups, there is only one answer: disruption. If efficiency and experience were the keys to success in the past, disruption is our form of survival in the years to come. It will be the lifeblood of businesses. “Disrupt yourself instead of protecting yourself.”
So, how do we build a disruptive culture inside our organisations? As Jean-Marie says “Disruption is not destruction. It’s creation.” Do we create secret rooms for ‘Innovation Managers’ to be locked away in while they ponder what the next big thing is? Do we buy the latest technology to help our thinking along? Or maybe, we just need to invest in some beanbags and nap-pods?
The fact is that there isn’t one key ingredient. There are many. It takes bold, brave leaders to open themselves up for disruption. It takes bold, brave leaders to challenge everything they’ve built and pose radical questions around reinvention. A solid foundation for disruption starts with recruitment. Technology doesn’t generate ideas. Neither do processes. People do. And recruiting is how we find those people. Unfortunately, the way we recruit is stuck in the 20th century. It’s probably one of the least innovative parts of a business. And that lack of innovation is the first link in a vicious circle that stifles disruptive thinking.
So how can we break this cycle? Here are three ways to think differently when recruiting.
Forget about past performance.
In the 20th century, past performance was seen as an important factor in the hiring process. Many roles were standardized and professionalized. And in fact, most roles were similar across companies and industries. So past performance was a pretty good indicator for success.
Today, we couldn’t be further from that definition. In a volatile, uncertain, complex and ambiguous environment, no amount of past performance can prepare you for future success. And we certainly wouldn’t associate innovation and disruption with standardization.
Instead we should be recruiting for behaviours, mindsets and ways of thinking. By seeking out innovation-friendly qualities like motivation, curiosity, insight and determination above all else we are more likely to find the people who have the capacity for discovering breakthrough innovations. And if there is a knowledge gap – they can just Google it. Because information certainly isn’t something that’s scarce in this internet age.
When it comes to teams, seek depth and breadth
The word ‘innovation’ is often associated with expertise. We believe that teams of experts in a field are the ones who trailblaze breakthrough innovation.
They have the experience and knowledge to spot trends that lead to incredible discoveries. But a room full of people with the same frame of reference eliminates diversity of thought. And a monoculture grows.
To achieve the best, most disruptive results, teams should be inter-disciplinary. A mixture of T-shaped people, with depth in one area (an Architect), and breadth in another, (marketing experience). Organizations should be assembling teams of anthropologists next to biomedical scientists next to accountants next to managers. When these T-shaped people come together in a way where they are able to appreciate each other’s contributions and weave them into their own thinking, inter-disciplinary teams are created. And completely new ideas are born.
Request actions, not words on paper
If you asked someone to write about the process that led them to innovate or disrupt, they would probably find themselves ten pages deep before they got half way through. That’s because innovation is messy. It’s chaotic. It can involve lots of going back to the drawing board. Reframing. Redefining. Failing. If you really want to understand a candidate’s potential for innovation don’t ask them for a cover letter that tells you so. Ask them to show you.
Set them a challenge based around a classic problem. And when they come back to you, don’t just focus on the outcome, spend time talking to them about their process. How did they approach the challenge? Did they apply traditional thinking? Or did they go in a completely different direction? Did they reframe the problem altogether? It’s the way that people think about things that is a real indicator of their capacity for disruptive thinking.
So, when it comes to recruitment what will you do differently?
It’s no surprise that to find disruptive mindsets and innovative people we need to disrupt ourselves. Change the way we think about indicators of success. Widen our view of the skills and experience that we’re looking for. And know that best practice may no longer be relevant. What qualities will you be looking for in your next innovator? What will their area of expertise be? What challenge will you set them?