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The art of getting stuff done without bossing around

October 4, 2012 by I Done This Support Leave a Comment

The availability of seed-stage funding today means that there are a ton of first-time entrepreneurs out there assembling teams and building companies without any experience running a team or managing people.  Building a team in this environment is especially difficult because funded companies typically grow teams prior to sustainability or product-market fit. It’s hard to steer the team in the right direction when you yourself don’t quite know what to build.

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Naval Ravikant at AngelList has blogged about “Building a team that ships”, describing his assembled team as “self-managing people who ship code.” Naval calls this peer management: one person per project (with help from others as needed), no middle managers, and individual choice on what to work on using accountability is the rudder. In his words: “Promise what you’ll do in the coming week on internal Yammer. Deliver – or publicly break your promise – next week.”

At iDoneThis, we’ve seen peer management as an effective approach to take for the young startup CEO.  We’ve worked closely with many first­-time entrepreneurs like Danny Wen at Harvest and Tobi Lutke at Shopify who have succeeded in building unique, quirky, and profitable companies by empowering individuals at their companies to manage themselves and each other to build out great products exceeding a high standard of excellence. Here are some keys to effective peer management that we’re seeing.

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Filed Under: Google Snippets Tagged With: Autonomy at Work, Objectives and Key Results (OKRs), Small Teams

Silicon Valley’s Productivity Secret

January 30, 2012 by I Done This Support 2 Comments

The wonder of Silicon Valley has been its rich history of producing incredibly capital efficient companies operating at massive scale.  No doubt part of that achievement lies in the capital efficiency of software engineering itself where technology gives incredible leverage to create and disrupt established industries.  Nevertheless, as a company scales, individual engineers need to work together in concert which results in the industry-agnostic problem of people management.

Unique from other industries, Silicon Valley’s natural inclination is not simply to find a solution to people management, it’s to create a scalable management model.  Of course, technology is the natural place to turn.

During Google’s growth stage, Larry Schwimmer, an early software engineer, stumbled upon a solution deceptively simple, but one that persists to this day at Google and has spread throughout the Valley.  In his system called Snippets, employees receive a weekly email asking them to write down what they did last week and what they plan to do in the upcoming week.  Replies get compiled in a public space and distributed automatically the following day by email.

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Filed Under: Google Snippets Tagged With: Objectives and Key Results (OKRs), Productivity, Work Transparency

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