I don’t know anyone at Spotify, nor have I worked there. However when I see descriptions and explanations like this one of how they organize and build their culture, it makes me think they’re doing it right.
Autonomy is important, and it helps motivate people. I need to do more writing here, but for now, check out this video. About 13 minutes long, but interesting.
Derek Jeter will likely play his entire career with the New York Yankees. LeBron James has already left one team, and might leave another soon. Both are Hall of Fame players that have had extreme success in their chosen professions. They are recognized as some of the most talented players in their sports. Why did one stay and one leave? Probably for a variety of reasons, but it seems more and more that organizations are realizing there is some value in the retention of their players and are trying to find ways to improve their success at retention.
In the business world outside of sports, we have much more freedom to change employers whenever we want. Most of us are glad we have that choice. Sometimes we move on when we don’t want to, but in the majority of cases I think technology workers leave companies because they aren’t happy about something.
There was an article about why the top talent leaves a company and I think it presents a number of issues that many employees experience within their own organizations. People aren’t engaged, respected, valued, challenged, and more. In short, they really don’t like their jobs. Many of the issues are often easy to fix, but only if you could fix two of the major items mentioned (#7 and #10). Those are leadership issues, often systemic ones that occur when upper management doesn’t care about culture or doesn’t make an effort to hire and train good managers.
I don’t know if I’d prefer to see people in technology working only a few jobs during their careers, spending decades at each, or if we are better workers with the exposure to differing environments and businesses. All I know is that I am glad that I’ve had the ability to leave bad jobs in the past, usually because of bad managers.
Steve Jones
The Voice of the DBA PodcastListen to the MP3 Audio ( 2.5MB) podcast or subscribe to the feed at iTunes and Mevio . The Voice of the DBA podcast features music by Everyday Jones. No relation, but I stumbled on to them and really like the music. Support this great duo at www.everydayjones.com. |
Zappos has been a successful company in a number of ways. In addition to tremendous profits, they’ve shown that they can provide amazing customer service by empowering individual employees. Now they’re taking another step forward as they move the company to holacracy and eliminate the traditional managers from managing people.
The idea in this new structure is that leaders are responsible for circles of people, and employees may be part of numerous circles. It sounds to me as though this is close to the early stages of startup companies where each person has to wear many hats and be responsible for a variety of tasks. I’ve had to manage databases, back up system administrators and Exchange administrators, and even work with telecommunications providers and ISPs at some small companies. All while taking direction from people I didn’t report to.
It sounds like it’s a structure that many IT people would enjoy. Be responsible for getting work done on different projects or areas, but managing your own efforts, schedule, and priorities. Many of the technology professionals I’ve known like to be assigned work, given a deadline, and then left alone, working at their own pace and schedule to get things done.
There have been some smaller companies that have embraced this idea, but Zappos, at 1,500 people, is the largest. It will be interesting to see if they can make it work. Time will tell, and I am hoping that Tony Hsieh will update us, perhaps with another talk or lecture that describes the culture inside the company. I rooting for this to work because I do subscribe to the ideas that we are driven by autonomy, mastery, and purpose. I see structures that free people up while requiring responsibility as the best way to move a company forward.
Steve Jones
The Voice of the DBA PodcastListen to the MP3 Audio ( MB) podcast or subscribe to the feed at iTunes and Mevio . The Voice of the DBA podcast features music by Everyday Jones. No relation, but I stumbled on to them and really like the music. Support this great duo at www.everydayjones.com. |
I like most of the SQL Server people I meet. Most of you are polite, cheerful, friendly, and it’s nice to share a few minutes of my life with you, chatting about anything. Whether that’s technical issues with SQL Server, running, books, or anything else, I often find my life richer for the time spent with others.
However I wouldn’t go into business with most of you. In fact, the number of people I’d make a business partner can probably be counted on one hand.
I wish it weren’t so, but I would choose my business partners very carefully, as carefully as choosing a mate. Getting into business is really like growing your family and all of your shareholders and partners are closely tied into your life. Since it’s not easy to get out of those types of relationships, you shouldn’t go into them too quickly.
I was reminded of this when I read How to Screw a Friend out of an $800 million idea. Like The Accidental Billionaires/The Social Network, it’s a look at friendships and business, and how success caused problems. I don’t know if there is liability here, or a moral failing, but it does remind me that I should be careful in business.
Just so you know, there are lots of you I’d work with. Easily thousands.
That’s way less than the number of people I’d work for, which is likely a couple dozen. There are some good business people I’ve met who I think would be a good boss and who I would approach if I needed a job.
Partners? I could name three off the top of my head and maybe three more I’d consider and want to get to know better.
Voice of the DBA 