T H I S I S T H E S T O R Y B E H I N D T H E T R A N S F O R M AT I O N O F @ H U B S P O T D E V
– M I C H A E L B E R G D A H L
“Servant leadership is the foundation and the secret of Sam Walton’s ability
to achieve team synergy.”
– J A C K W E L C H
“Before you are a leader, success is all about growing yourself. When you become a leader,
success is all about growing others”
I N D I V I D U A L S H AV E N O C H O I C E B U T T O O P T I M I Z E F O R “ T H E I R ” N U M B E R
A B O V E A L L E L S E
M A N A G E R S B E G I N T O T O L E R AT E B A D B E H AV I O R A N D B A D A C T O R S I F
T H E I R “ N U M B E R S ” L O O K G O O D
M A N A G E M E N T C Y C L E S N O W F O C U S O N C R E AT I N G E L A B O R AT E R U L E S
A N D P O L I C I N G I N D I V I D U A L S
W H AT D O Y O U N E E D T O S TA R T
• Dedication
• Someone to be the human shield
• Someone(s) to listen AND react to even the slightest suggestion
• The discipline to remove bad actors who can hurt the team culture. Yes even if they are top performers
• A dedication to constant iteration and learning from mistakes
C O O P E R AT I V E N O T C O L L A B O R AT I V E
• Say NO to consensus, to meetings, to committees to group think. “Consensus” is a dirty word.
• Find leaders who have opinions but are humble enough to learn from their mistakes.
• Let people make mistakes, they need this to really learn a lesson. No cliff notes here.
A U T O N O M Y
• Personal goals/passions have to be aligned with professional opportunities.
• It’s your job as a leader to make sure those two are aligned.
• It’s harder than it looks. Most people cannot articulate what their personal goals are. You have to tease it out of them and then test.
P R O G R E S S
• It is a leaders job to be two steps ahead creating new opportunities for team members to keep progressing.
• The focus here is constant learning, not comp, not titles.
• The worst thing to happen is to be caught off guard and have to react to someone asking for a change
• By the time someone is speaking out it may be too late.
S TAT E S R I G H T S / D E M O C R A C Y
• Leaders need to provide the guardrails and goal posts.
• When things are working well you do not need to micromanage or even be in the loop.
• When things are not working you need to micromanage only up until the point that the team is back on track, then back off.
I M P O R TA N T
• You don’t get to write the Roadmap. Each team writes their own.
• You can’t delegate hiring to recruiters or anyone else. It is your job, forever.
• Caring for your team and preserving the culture also can’t be delegated.
T U R N F O L L O W E R S I N T O L E A D E R S
• Fight your own instincts to take control.
• Create a model of giving control.
• Success will only come if you can build leaders
• Your team has to outlive you.
• To do this you will need to bite your tongue and let people make avoidable mistakes.