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In the classic rockumentary This Is Spinal Tap, theres a moment when a band member demonstrates an amplifier that goes to 11one louder than 10. While its a cheeky metaphor, Ive often thought about how leadership can adopt a similar ethos, pushing beyond boundaries to foster exceptional teams. Its definitely easier said than done. Yet one thing that really pushes us to 11 is moving from a set of individual leaders to a distributed leadership. But building a global team of self-starters isnt just about ambition or delegation. Its about cultivating a culture of teamwork that empowers independence, ownership, and creativity at every level. Ive found the following five leadership principles to be pivotal in my companys cultureparticularly when it comes to building a team of self-starters. 1. Live and let others live Leadership isnt about control, its about enabling others to do their best work. By eliminating micromanagement, we empower the team to take charge of their processes and outcomes. Firstly, asynchronous workthe practice of working that doesnt require all team members to be online simultaneouslyis a cornerstone of our culture. We dont expect immediate communicationseveryone fine-tunes their own processes focusing on results rather than attending endless meetings. We choose asynchronous work despite the ongoing trend toward returning to the office (RTO). Asynchronous work drives productivity beyond the confines of a physical office, making it particularly effective for distributed teams across different time zones. By embracing asynchronous communicationwhether you operate remotely or, as in our case, in a hybrid modelcompanies can build autonomous, resilient, flexible teams capable of succeeding beyond the office. More importantly, asynchronous work powers the “flow state“where a person is fully immersed in the activity. Asynchronous work protects time and concentration that requires you to get to that state and reduces interruptions. For example, we implement no meeting Wednesdays, which is a dedicated day that enables our team members to reach their flow state. 2. Make it your job Radical ownership isnt just a buzzword; its our business philosophy. Accountability and responsibility for the outcomes empowers team members to own decisions that impact those outcomesthus, growing a leadership mindset. As a result, those team members who never say “Its not my job” grow into the most loyal ones, with a strongest sense of belonging. For us, radical ownership also means admitting mistakes and adjusting to avoid them in future. A mistake doesnt equal failure. However, the inability to learn from it is. Constant striving for self-improvement, proactivity in detecting mistakes, and radical candor in assessing work is the most efficient professional growth route. One of the guiding principles that we abide by is dont sweep dirt under the rug. This translates into taking immediate responsibility when something goes wrong and finding a solution. For example, if a product launch didnt meet user expectations, the team takes ownership, analyzes feedback, and implements changes swiftly. This results in improved user satisfaction and a stronger product. 3. Deliver every day Leadership, at its core, is about delivering outcomesa combination of quality, quantity, and timeliness. We expect our team to focus on daily outcomes, which in turn power weekly, monthly, and yearly results for the business. That way, each day is a productive end-to-end sprint, with goals and outcomes. I did, not I was doing principle cultivates ownership and accountability at every level. This principle has reshaped how we approach tasks: breaking them into smaller, manageable parts to accelerate delivery and validate hypotheses sooner. Companies like Microsoft adopt similar principles of micro productivity. Speed, combined with precision, becomes the ultimate differentiator. 4. Default to action Keeping up with the previous three cornerstones of our culture needs an action-focused attitude. Always default to action guiding principle ensures that we do the work, even if the team works asynchronously. There would be times when decision-makers are not immediately available. In these times, we encourage team members to take initiative and act based on common sense, then refactor and adapt later. Or, if its a very specific task hitting a dead end, to use the “waiting” time for something usefullike going for a walk or exercising. A study from Gallup reveals that personally accountable employees are 2.5 times likely to be engaged in their jobs. By instilling the action-driven culture, weve built a team that doesnt wait for permission to succeed. 5. Know where to draw the line Finally, leadership is about balance, which means knowing when to ask for help and when to step up. For us, this means differentiating a request for help (“Which of two color options would work?”) from dumping the responsibility (“I dont know what colors would work”). It also means resolving issues rather than making excuses, and taking calculated risks rather than resorting to inaction in the face of ambiguity. Building a culture of trust, accountability, and innovation required to develop a team of self-starters is definitely not an overnight project and needs commitment. However, it fosters a team where leadership isnt confined to titles but is a shared responsibility. Looking ahead, I envision a corporate culture where radical ownership becomes the norm. By empowering individuals to lead from where they are, we can unlock extraordinary potential and redefine whats possible, both in business and beyon.
Category:
E-Commerce
Its okay to admit it: You want to stand out, get ahead, and achieve all you can. And while you may feel that you cant mention these goals, they dont actually make you a narcissist. In fact, its natural for people to want a sense of status at work. After all, status is an indication that the company and your peers respect and appreciate you. But youre also wise to balance your desire for accolades with the appropriate humility. No one likes someone who is arrogant, self-serving, or disrespectfuland there is a delicate balance between being confident and being egotistical. AVOID ARROGANCE In a 2019 study published in Review of General Psychology researchers identified three forms of arrogance: First, people can lack knowledge about themselves and have an overblown sense of their skill or importance. This is called individual arrogance. Second, they can have an unrealistic assessment of how they compare with othersbelieving they are better than others. Thats called comparative arrogance. Or worse, they can act superior toward others, belittling them or acting with contempt, which is antagonistic arrogance. Any of these tend to result in negative reactions from teammates and colleagues. So how can you stand out without tipping into acting as a narcissist or egomaniac? These are the five strategies that will help you shine: BE CONFIDENT One of the first ways to stand out is to be confident. Prepare, speak up, have a strong point of view, and dont be afraid to assert yourself. Youll be most successful when you focus on ideas, not people. As you do this, youll also need to be sure and ask for others opinions. Avoid dominating the discussion or assuming your ideas are the best ones or the only ones. Instead, bring an appropriate sense of openness to others ideas along with your self-assurance. Another aspect of confidence is owning your opinions. Be self-possessed with your ideas. You wont always be right, so admit mistakes. But put yourself out there, and be ready for others to react, disagree, and build on your theories. Confidence also includes being authentic. People prefer others who are easy to read, or being legible, we prefer people who are aligned in what they say and what they do, rather than following the crowd or saying what they think others want to hear. If you say youre committed to innovation, ask questions and be curious. If you say you prioritize teamwork, give appropriate credit to others for the work youve done together. Be confident, but avoid being overbearing or just saying what you think others want to hear. BE COLLABORATIVE Another way to stand out may surprise you: by collaborating effectively. Practically everything today requires some work with othersand within a team. Youll stand out when youre the kind of person that people want to work with. Youll be invited in and appreciated by the group. Engage, pitch in, and cooperate to get things done toward mutual goals. Make a brilliant contribution, but stop short of trying to be the center of attention or the smartest person in the room. In addition, build relationships. Pay attention to others, ask questions, listen, and express empathy. Its important to be present and respectfuleven if you disagree with the person. Your openness and willingness to engage in constructive disagreement are signals of both confidence and respect for others. Interestingly, science shows that when you cooperate, youre more likely to get ahead. In an experiment, researchers put volunteers in a situation where they had to negotiate and choose to collaborate for a shared reward or hold back for a greater individual reward. When they collaborated, others tended to rate them more positively, chose to work with them above others, and reported they were influenced by the collaborators more than those who held back, according to work published in the journal Chaos. Be collaborative by engaging and committing to the groupand avoid trying to grab the spotlight. BE CREDIBLE Another surefire way to stand out is to be credible. Know your stuff, perform well, and deliver results. These may seem obvious, but theyre more uncommon than you might imagineso they will set you apart. Also perform consistently. Be dependable. Show up again and again. Follow through when you say youll do something, and demonstrate professionalism even when things are tough. Youll also want to communicate with your boss by letting them know what youre doing and how youre succeedingas well as where you may have fumbled or need help. Dont be afraid to track your work, so you can demonstrate your progress and your impact as well as advocate for yourself. This kind of data is terrific material to build your reputation with your boss. At the same time youre doing great work and documenting your effectiveness, avoid grandstanding or seeking attention. Also avoid bragging about the stress youre under or how hard youre working, as this tends to put people off. BE COURAGEOUS You can also stand out by being courageous. Many people are happy to do their work and stay within their lane. But companies are looking for people who will take initiative and appropriate risks. Things are moving quickly, and organizations are under increasing pressure to adapt and competeso they need employees who are flexible and proactive. Volunteer for the new project that your company is experimenting with and offer to contribute to areas that are adjacent to your own responsibilities. If youre in HR, ask to join the tech team that is expanding AI solutions for the interview and selection process. Or if youre in sales, seek out the new team member and offer to take them to customer meetings so they can boost their learning. Be curious about whats coming next. Seek new learning, let your boss know about the next direction you want for your development, and ask questions about the status quopushing your work and your colleagues toward innovative ideas. And be resilient and unflappable. Youll experience setbacks, youll be surprised by customer demands, or youll be disappointed by the solution that didnt pan out. But if you can stay calm, keep going, and improve, youll shine as the kind of employee every company values. BE CONNECTED If you want to stand out, you will also absolutely need to build your network. An important strategy to set yourself apart is to have a lot of people who agree that you are adding valueand a lot of people who have positive experiences with you. And this necessitates branching out through your contacts. Connect with others by inviting them to coffee. Get to know colleagues in the midst of your project work together. Offer to help others when you know they have a lot on their plateand ask for coaching when you need it as well. People value reciprocity in which there is a healthy exchange of support and a back-and-forth exchange within a relationship. Look for a mentor and build the kind of relationship where they will be an advocate for you. In addition, offer to mentor others as well. And build your network both within your organization and outside of it. Avoid a mindset where youre taking all you can from your connections, and instead offer them value and invest in genuine relationships. The goal is to never treat your connections as just numbers in a ranking game. Having tons of connections who dont know you isnt nearly as valuable as having a smaller set of people who really care about you and for whom you care about also.
Category:
E-Commerce
In the 90s, Dyson transformed the way we clean our homes by launching the most powerful vacuum cleaner the world had ever seenone that used a cyclone, rather than suction, to extract dust. Three decades later, Dyson has incorporated this same technology into almost every kind of vacuum you could imagine, from robots to heavy-duty mops. Today, Dyson adds a new vacuum to its portfolio: One focused specifically on cars. Priced at $280, it’s three or four times more expensive than similar handheld vacuums by brands like Shark or Bissell, but it’s one of the most affordable products within Dyson’s range. The vacuum comes with three tools designed specifically for cleaning car seats and mats: one for crevices, one with a brush to lift dirt, and one that has a wider nozzle. [Photo: Dyson] Dyson, which generated $8.8 billion in revenue in 2023, is now pouring a lot of capital into research and development. In 2017, it launched a private university in the U.K. called the Dyson Institute of Engineering and Technology. Students can earn a bachelor of engineering degree, while working at Dyson for three days a week, receiving a salary, and having all their tuition fees paid. Tim Hare, a design and development engineer, graduated from the Dyson Institute and moved to Malaysia, where the company has headquarters, and specializes in floor care. He worked on this particular vacuum and explained the challenges around creating a car-specific tool. Our motors are so powerful, you cannot charge them in your car, he says. So, they need to have enough battery life to last a trip. In the end, Hare and his team managed to create a vacuum that lasts 50 minutes, which is long enough to clean a mid-sized car several times before it needs to be charged. But it also generates very powerful suction with a motor that spins at up to 110,000 revolutions per minute (rpm). The company says this makes it the most powerful of any handheld vacuum on the market. (Other handheld Dyson vacuum motors spin at 105,000 rpm, and have a battery life of half the time.) [Photo: Dyson] Hare also says that ergonomics were a consideration. The team focused on making this device lightweight; it’s just a few pounds depending on which attachments you use. The motor and the battery are placed close to the handle to make it easy to balance and manipulate. But like with other Dyson productsincluding its hairdryersengineers have been focused on miniaturizing components of the motor to make it as light as possible. We’re try to balance all these competing priorities, he says. We want to create a very powerful motor that is lightweight and can last a long time on a single battery charge. Creating highly specific vacuum cleaners is part of Dyson’s broader strategy. Rather than creating one-size-fits-all tools, it wants to create devices tailored to families with pets, those who need heavy-duty cleaning in big houses, and now, those who are looking specifically for a cleaning tool for their car. We now have this technology platform around our vacuums, Hare says. We can use it to customize it to different products that better suit specific needs.
Category:
E-Commerce
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