Ask and you’ll receive.
March 20th, 2008
Last week some self-proclaimed Brains on Fire admirers from Matchstic in Atlanta came up for a visit. I was out of town, so I missed out on meeting them, but I just read this post where they commented on our “flat” organization. And it got me thinking.
It’s true — we are about as flat as an organization of 26 people can be. (I personally hate the word manager – what smart adult needs someone to manage them?) But late last year we implemented an “advocate” structure at Brains on Fire, giving everyone here an advocate/mentor/coach they can “go to” for feedback and advice. The idea basically came from the Happiness Survey we did last year. (We created a list of questions, put them in a zoomerang survey, then took the phones off the hook for about an hour to let everyone’s voice be heard.)
I was stunned – while we are a relatively happy bunch of folks based on the survey, the comments were what really got to me. We combined results and comments that I’ve read and re-read at least a dozen times over the last few months. It’s literally a gold mine of great ideas and inspiration for our company.
One of loudest remarks we heard from our Happiness Survey is everyone here wanted, needed and felt they could grow smarter if they had regular feedback and reviews. Before the advocate structure was put in place I personally had over two-thirds of the company counting on me for that kind of input. And therefore, it just wasn’t happening.
So we divided into four teams who promptly named themselves (which is funny story I’ll try and tell later) and we assigned an advocate for each team. It’s just getting started, but already great things have happened. By the end of April everyone here will have an up to date job description. And everyone will have had a chance to sit down for some quiet time with his or her very own personal advocate.
Even though I know it and preach it daily, it still amazes me what a little bit of asking and listening will do for an organization.
P.S. Our highest score by the way, (9.3 on a scale of 1 to 10 with 10 meaning wildly happy) was for “How happy are you at Brains on Fire compared to other places you have worked?”. That makes me pretty happy!
Other posts by Robbin.
Rob Williams says:
That’s really awesome. Humans need to be connected and when that need is put in the context of vulnerability and authenticity, you can’t help but grow. Well done.
March 20th, 2008 at 6:24 amDick Carlson says:
Yes, I’ve never quite understood why I need someone to manage me.
There’s wonderful quote to the effect that if people really want to go in a direction, there is no need for leadership.
I mentioned that a couple of times out loud when I worked at Microsoft. I don’t work there any more. I’m not sure if the two are related.
March 20th, 2008 at 6:37 amDavid Linke says:
A great innovative method of reducing the direct reports, adding to your leadership team, reinforcing the ownership of the work and generally empowering everyone. Well Done!
March 21st, 2008 at 1:58 amCraig Johnson says:
I love this. Since we returned we have looked at how to flatten ourselves out. Makes for a much better environment and culture of ownership.
Drive On…
March 21st, 2008 at 6:56 amBIG Kahuna says:
Well to play devils advocate it’s pretty easy when you only have 26 employees. When you have hundreds or thousands it becomes impossible.
I also think that people like “promotions” and I think that the majority of people like structure.
It really depends on the organization, it’s not right for everyone for sure. Creative firms certainly lend to it.
March 21st, 2008 at 4:20 pmMr. Steve says:
Scott,
Impossible is such an ugly word. I’m not saying that Microsoft needs to let their mailroom workers sit in on software development meetings, but there’s no reason to see them as “below” anyone else. Southwest and Starbucks are great at empowering their employees, as are several of our clients (something we take great pride in). Making the Board of Directors this awe-inspiring “thing” is just like saying a corporation is a thing…it’s NOT A THING…it’s a group of people. But when it becomes a thing to the employees, you find yourself with a bunch of touchpoints (and let’s face it…that’s what all of your employees are) who have no more connection to their employers than they do with their toaster. And it’s not about making everyone equal…you’ll notice that Robbin is talking about a cluster-style approach to managing. There’s still a structure, but we’re all heard and we’re all valuable…but within our own jobs. I don’t portend to be a designer, and Spike isn’t about to hit the accounting logs. But my voice is heard, both internally and externally (on this blog, for example).
So, it may be difficult for larger companies with a very rigid structure and high turnover, but not impossible.
Oh, and it is most definitely NOT easy when you “only have 26 employees”…Robbin and the Gregs trust everyone in this company to handle the Brains on Fire message…giving up that much control is tough…it just looks easy when you have faith in the people you’ve hired.
March 24th, 2008 at 6:22 amBIG Kahuna says:
It’s impossible with a large company, period. Sorry to hit you with a big dose of reality but that’s just the way it is.
I have 15 employees (all with 12 years plus experience), all of which are virtual. I’ve been doing that since right after 911 so I know what it’s like to let go and have your people share the message. I’m with you on that. But when you have hundreds/thousands of employees…well that’s another ball game.
Show me just ONE big company that’s doing (where there are no levels of management)that. It will NEVER (how’s that for an ugly word) happen.
You can click your ruby slippers as much as you want. It’s reality whether you like it or not.
Personally I like having people that excel and promoting them. I think most people like that as well. Getting a promotion is a big thing to most people. If everyone is equal one could say there is nothing to try and excel at (I’m not saying that, but it could be an argument).
I love the fact that it works for you though! It’s good to be different. How about letting your employee’s work virtual now. And when I mean virtual I mean, never come to an office, because there is no office. Now that’s letting go!
March 24th, 2008 at 8:58 amRobbin says:
Check out W.L. Gore & Associates’ management style described in this article.
http://www.fastcompany.com/magazine/89/open_gore.html
March 24th, 2008 at 10:30 amMr. Steve says:
Scott,
I’m sorry if you misread what I wrote and what Robbin wrote, but we’re not promoting any sort of socialist work-state. I said it is NOT about making everyone equal…just equally important. No, the janitor should not decide which health plan we use. No, I should not decide which printers to use. But if I have had an experience with a certain printer, my opinion will be considered in the decision. And if I have a suggestion on how to make this company better, I can chime in without fear of being ignored, or of having my manager take my idea as his/her own.
You asked me to name just one “big” company that values the voice of its employees…and I’ll repeat: Starbucks, Southwest, Google, Apple…in fact, they just released a list of 100 Greatest Companies to Work For, and just about every one of those companies empowers its employees to make decisions that directly effect the success of the company. THAT is what a “flat” business is all about.
There is room for “promotion” and improvement in a flat company…but when someone goes from data-entry to supervisor, their relevance to the company does not change… It’s the same person after all, just in a different job, so the only thing that should change is the responsibility and the tasks…not the personality. I just refuse to believe that corporations can only succeed when they keep entry-level employees locked away, never to be seen or heard….and so do those companies mentioned.
March 24th, 2008 at 10:34 amBIG Kahuna says:
I believe you may have a “flat” company but none of those other companies do. All decisions are made traditionally. Having a voice is not the same as being flat.
But anytime any company empowers people to think for themselves is a good thing.
March 24th, 2008 at 4:30 pmMr. Steve says:
“All decisions are made traditionally.” Really? Where are you getting that? 99% of all Google employees are stockholders, which mean they get a vote in shareholder meetings….how traditional is that? Starbucks alters its menu based on the suggestions of even the newest employees. How is that traditional? Southwest Airlines lets their baggage handlers blog on their official site. How is that traditional?
“Having a voice is not the same as being flat.”
Yes it is, my friend. Or it’s at least a very big part of it.
Hierarchy is a system by which people are graded or ranked. Right? And an individuals worth is determined by that grade or rank. Well, a “flat” system of management doesn’t rely on grades to determine worth. It presumes that there are no automotons anymore. Everyone is unique, and no matter how structured you make a job, you’ll get different results from different people…and that’s not a “flaw” in the system, but a beautiful truth about life. Consequently, there is no way to determine EXACTLY how that job should be handled without sitting down and listening to that individual. THAT is a flat system.
And YES, for the last time, those companies I mentioned do that. That’s why they are in Fortune’s 100 Best Companies To Work For list. And before you make your rebuttal, allow me to point out that:
-I never said everyone should make the exact same amount of money.
-I never said they should all have the exact same responsibilities.
-I never said that a flat company doesn’t have managers (or, as we call them, advocates)…after all…what good is having a voice if no one can hear you? Or worse, if we’re all shouting and no one is listening?
-I never said that people can’t excel or get “promoted” in a flat company…in fact, I think it’s easier to excel and assume greater responsibility in a flat company than a hierarchical one.
Have fun on the island, and say Hi to Obama for me.
March 25th, 2008 at 6:28 amBIG Kahuna says:
Those things you mention are small time stuff. The companies executives make the decisions and none of them are at all flat. I’m not saying it’s not nice and is an effort. I’m saying that they have layers and layers of management and that’s where decisions are made. Or at least 99% of them.
Maybe someday you’ll get to retire at 40 and chase Obama around…it’s good to be the BIG Kahuna!
March 25th, 2008 at 10:21 amChristy says:
Wow. This conversation puzzles me. Who says that one structure is right for every company? Who says that the same things motivate every employee?
I can tell you I couldn’t care less what my title is or how many times I’ve been “promoted.” I see all that as ego stroking. So, for me a structure that gives me feedback and a great working environment motivates me to simply create good stuff that works. Period. That is my job satisfaction. Whether that comes with layers of management or not doesn’t much matter to me.
Am I weird? Maybe. But, if there’s one person like me, there have to be more. Even if we’re not the majority, we can still gather and create the organization that works for _us_.
As for retiring at 40 and following Obama, that’s cool. Just please don’t take me with you. (And that rejection is *not* directed at Obama!)
FYI, Quicken Loans is listed #2 on that list. I can tell you first-hand that our products are shaped by every person in the company that has an opinion on them. Clayton himself even nagged our Capital Markets team to consider adding FHA loans. Guess what? They had a real reason not to add them until the time was right. And “they” (meaning our Capital Markets team) explained the reasoning and discussed it with him, rather than just saying, “oh, you’re just a blogger. you wouldn’t understand.”
This stuff *does* happen on *every* level at many companies, large and small. One size does not fit all.
March 26th, 2008 at 12:48 pm