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Enabling Teams To See The Connection Between Meaningful Impact And Commercial Goals

  • High buyin on the creative side, less buyin on the commercial side
  • Striving to get buyin across both sides of the businesses
  • Scaling whilst we’re still trying to get people bought in; without getting “shadowy and evil”
  • We’re doing x, but we’re also a business. Need to make advances in contribution margin!
  • Everyone there trying to make a kinder planet; pragmatism might be difficult with certain individuals
  • People wanna do good; you need to know that this is a business and be aware that you need to be ethical;
  • Tricky when you hire people mostly based on a mission. Sometimes things are harder to get across.
  • “We need to take action now, everyone here is up for that”…food service e.g. plays a massive part in emissions, climate change, etc.
  • You look at the commercial side…you’ve got lots of clients. You can’t make the change working with just a small sliver of the market and small turnover. You need to bring more members to the organisation to enable more growth and more impact.
  • Two things that are not merging together; how can we bring them together
  • If you deliver the commercial side, the business will start making impact
  • It’s a size issue. We will only achieve impact when we grow (e.g. be able to serve more people) but for that we need to focus on achieving current business targets
  • Managing to explain that maybe you’re not yet changing their lives but you’re still positively impacting.
  • If you asked individually…how much clarity do you think your team would have?
  • Is it about the people themselves? Do you need the correct balance between the “types” of people? Is it linked to the hiring process…some people to have the status of working for non-profit and might not understand that…when hiring people they need to aware what they need to do.
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  • People couldn’t link that the work they’re doing actually has impact. Solved this via OKRs. Saw that the connection actually had some impact! Started being more results driven. A lot more transparency around the commercial reality, it wasn’t no longer a mystery. Also a lot of financal transpaerncy in the business.
  • OKRs: provides feedback and also focus. Good goal setting process, collaboratively run can help people focus on the right things and feel that they’re making an impact.
  • “Measure what matters” a complete page turner + Monday. Knowing what’s important.
  • Our commercial goals get in a way of our mission - e.g. projects come in a way; impending deadlines…I want to put 20% of my time in being more creative. Some projects are a bit more creative and that’s fine…
  • E.g. customer support team: each of them have 1x week when they don’t work on support tickets; each of them has a speciality that they’re more interested in/enjoy more. That’s how you can ensure that everyone can have a longer term impact. Everyone gets allocated a specific day and reports on Slack what they’re working on on the specific day / reports to the team.
  • Internal storytelling so important. If you can go further down and show that the work a junior person has impacted so positively.
  • Company-wide retros. What they learned in the last cycle of OKRs, about the business, etc. This also gives people confidence next time when people are setting goals.
  • Empowering managers to deal with this
  • People do their best work when they’re interested in, passionate about, etc.
  • E.g. one team thinks they’re responsible for one goal, whilst in the reality that goal depends on collaboration. How do you visualise it? If you cannot see it, you can hide away from it. Identifying dependencies also.
  • “Brands who had a purpose at the hard grew 60% quicker”
  • Organisations have struggled to mobilise their workforce towards the one vision/mission
  • Commercial goals don’t need to be co-created with the rest of the team; how to achieve those goals have to be co-created
  • That needs to come from the top. There needs to be clarity.
  • Important to go to the individual level when you start setting OKRs for them to start seeing the connection back
  • Important to have really clear values foundation in the organisation.
  • Culture is very important. What expectations people were hired on.
  • Bringing in individual development plans - what they want to do in the next 6 months, how they wanna do that, what skills they want to achieve. Ensuring that we have development plans for poeple as well so they can grow within a company.
  • Ambition, hunger, fire in the belly? How do you get your people moving?
  • Financial education is very important.
  • How do we explain to people / the work we put in storytelling. This is not gonna work if we’re also not making money. Recently agreed the thesis which also feeds into the end game. We want to change the world in this way but we can only do this if xyz. Everyone needs to buy into this. There will be people who want everything to be 100% sustainable, and it’s all about understanding that your views as an individual cannot be applied necessarily (Wefarm case).
  • Thesis work to be complemented with the business plan. End game; middle point - what they could look like.
  • Change of behaviours….all of this couldn’t really work if we didn’t get the data platforms.
  • Value embedding is very deliberate, not organic. Lots of people coming in with very different perspectives of where we stand. Come together once a year. Understanding what makes us successful, framework…crowdsourced methodology of setting values (framework - ask Mickey)
  • Core values to be implemented across every single manager; they talked about it in every 1on1. Behaviour space is sometimes missing…disconnect between how they’re meant to behave.
  • More conflict between shared behaviours vs shared goals
  • If values are not lived by your founders or managers…accountability frameworks, honest conversations, as leadership team calling each other out
  • Those behaviours are gonna be the ones that we hire on, let go on; we’re gonna introduce how and give you examples. Really sense checking whether those behaviours are right expectations…
  • “Know your numbers” - behaviour that everyone in the business is data inform; but it’s at different levels. Individual contributors need to know their own numbers; manager is expected to articulate it upwards for themselves and their team; leader should be setting the direction for the numbers. Softer way of driving the commerciality as well.