Page 1. Reddico Manifesto. Reddico, Moat Farm Oast, Five Oak Green, Tonbridge, Kent TN12 6RR

Transcription

1 Page 1 Reddico Manifesto 2018

2 Page 2 Part 4: How we ll run the business the framework The key parts to Reddico s business framework, which we hope will enable people to work at their best are: 1. Openness and transparency 2. Job ownership 3. Management 4. Work-life balance 5. Recruitment & people management 6. Making a social impact 1. Openness and transparency Without information people cannot take responsibility. With information people cannot avoid responsibility. At Reddico we want as much information as possible to become open, with the exception of any personal or disciplinary matters. This includes, but isn t limited to: Company financials P&L and balance sheet Client NPS scores & feedback Internal NPS score (feedback won t be anonymous) Performance feedback (feedback won t be anonymous) Internal votes & feedback Holidays Expenses This information will be shared on screens around the office, on Workplace, on Google Drive and at quarterly updates. It s important that everyone has an understanding of how the business is doing, be that good or bad.

3 Page 3 The intended result is that the team is well informed of the key financial dynamics of the company and conscious of what they do and the role they play in creating profit. 2. Job ownership People rarely want to be given completely free rein. Instead, they want clear guidelines and the freedom to work within them. The idea is to give people the freedom to do a great job, and to give them the motivation they need within clearly agreed principles and targets. The issue we ve had in the past has been trying to get the team to do tasks exactly the same way we ve done them previously. We need to set out a clear framework. We need to set the principles within which people have to work, and agree the targets they have to achieve, which should be clear and easily measurable. If people are working within the principles, and achieving the targets, we don t need to worry about the smaller details. The point is to create a framework where there is freedom and flexibility, where people can innovate and come up with new approaches. This approach encourages innovation and creativity. We won t be limited to old methods, which may quickly become obsolete and demotivating. There are 4 key elements to job ownership: Principles Targets Support Feedback

4 Page 4 Principles It is the company s, not the team s, job to set the principles in which you operate on a day-to-day basis. Companies that have principles clearly laid down are long-term. Those who join the company need to accept them. When you take a job at Reddico you are accepting these principles. Action: We will lay out clear principles for the team to operate on a day to day basis. Targets When a new person starts at Reddico, for their probationary period we ll set their targets with them. A key element of their probationary period is to make them aware of the very high expectations we have and of the level of quality required to work at Reddico. But after their probationary period, we ask the individual to decide their targets. This is not about letting people do whatever they want. Nor is it about them defining new areas to work in. They will have some flexibility about where they focus their work, but the core targets will be set by the company s and clients needs.

5 Page 5 This is not an easy option, but one of responsibility and accountability. We believe that rather than having a boss or leader tell people exactly what and how to do it, it s more powerful to have each person decide what they want to work on and where they can make the greatest impact. But once they ve made their commitment, there s an expectation that they ll deliver. So there are two sides to the coin: freedom to decide and a commitment to deliver on your promises. Action: Each individual will set clear targets for their clients, individual performance and the impact they ll have on the team. Support The support indicated in the diagram above is about good management. Support is something people seek when they need it. Its frequency and its nature is determined by them. With management, it is normally the other way around. If the individual is in control of who they should ask for support, it may not be the manager at all, but whichever colleague is appropriate at that time. This works if the management is based around supporting people. Action: Our change in management approach will offer a more supportive environment for when people need it. Feedback and measurement Feedback is a crucial part of this framework. Most people only get to find out how they are doing in their annual appraisal. This is why the NPS system and 360 feedback from colleagues will play a vital role in the company going forward. 360 reviews are open, online accessible feedback from other members in the team. They tell you how well you re aligning to the core values of the company. The feedback will be given directly to the individual(s). The moment it is interpreted by management, it is no longer owned by the member of the team. Ownership of the feedback is crucial. We ll be measuring team performance, individual performance and the impact you have on the team. 1. Team measurement

6 Page 6 The team performance will be measured by the overall client NPS score. Regular NPS meetings will help to see how we can improve overall score. 2. Individual measurement Individual performance will be measured by: 1. Quarterly objectives set by the individual. What impact are you going to have on the business over the next quarter? 2. Client performance once per quarter set by individuals. What are the targets for your clients /work over the next quarter? 3. Team impact: How are you impacting those you work with? Each quarter everyone will have a 360 review from other team members at Reddico to help provide feedback on how well you re living the company values. 3. Management People should be chosen to manage people on the basis of how good they are at managing people. How managers are typically elected When someone is good at their core job, they ll typically get promoted to a managerial position. People assume if someone is great at their core skill, they ll be great at supporting and coaching people. This doesn t make sense Look for a moment at this list of the core skills required of managers: strategy, decision-making, supporting, challenging and coaching.

7 Page 7 This list is a combination of two very different skillsets: Role A Strategy Decision-making Role B Supporting Challenging Coaching The fault at the heart of management in a lot of organisations is the expectation that people who are good at Role A can be just as good at Role B. Because those Role B skills are really easy to learn. That assumption is simply not true. People should be moved into management positions on the basis of how good they are at managing people. When somebody is promoted to manage people, they are taking on a crucial responsibility. They can make the difference between whether their team feel motivated and look forward to going into work, or dread it. Not everyone wants to manage a team and not everyone is good at managing other people. We know from personal experience that bad management undermines morale, creates stress, reduces productivity and causes companies to lose some of their best people. We don t believe progress at Reddico should be limited to a person s ability to manage those around them. There is a simple solution: let people choose their own managers. Our approach: The ability for progression will be given multiple paths, so that the best people can manage if they want to or focus on what they love, without feeling they ll be less rewarded. Many people don t want to manage others, but would rather hone in on being an expert in their chosen field. We don t want to deter these people from working and progressing at Reddico by pushing them into a position where they have to manage people. Teams will play a major part in electing people managers and department leads based on how much they trust the person and who d provide the greatest benefit to the company in those positions. We re going to take a different approach to leadership. Instead of simply having managers, we re going to have: Department Leads and People Managers. Department leads: These are elected by the team in that department, and have responsibility for strategic issues.

8 Page 8 People managers: Their responsibility is to support and challenge people on a one-to-one basis, playing the people management role. Department lead Strategy Decision-making People managers Supporting Challenging Coaching Some people will do both, but many won t. What this means is anybody at Reddico who manages people has been chosen because we feel they have the potential to be great at managing people, not necessarily because of their technical skillset within that role. 4. Life Balance Long hours and stressful jobs do not make for great customer interaction, great service or great decisions. Everyone has different interests, responsibilities and ways of working at their best. Some people prefer loud environments, some quiet. Some people are early birds and some are night owls. When there is openness, trust and transparency, there is no need for strict rules to be dictated to you. People will be given freedom to take as much holiday as they see appropriate. We ll define a set of principles around how this will work to ensure it s open, consistent and clear. People will have the freedom to work from home when they need to accommodate events and responsibilities that exist in their own lives. If you re sick, you re sick. We ll cover you for it. We trust that you ll make the right decision for yourself and for the business. People will be given flexibility around working hours, as long as this fits with certain requirements for meetings, client deliverables and doesn t negatively affect clients or anyone else within the company.

9 Page 9 Flexible working is not about what we approve of, but about the needs of the individual. When companies give flexible working to only certain members of the team, such as parents of young children, it causes confusion among others. This is easily avoided by leaving the decision on what matters to the team themselves, rather than setting up managers as the judge. 5. Recruitment and people management People should be recruited and tested on their alignment to our values and their ability to actually do the job. The problem with traditional recruitment Many agencies tend to recruit people depending on how good their CV is or how well they interview. People are tested not on their ability to do a job, but on their ability to talk about it. This means that you can quite often recruit the wrong people. Our approach: get people to do the job, not talk about it Actually testing a candidate for the skills they ll need to do the job is more important than what it says on their CV or how well they interview. Being a cultural fit supersedes all recruitment decisions. If someone doesn t align to our values, what we believe in, and what we are trying to build it doesn t matter how technically capable they are. We would rather delay our recruitment to find the right person and protect the culture we have. The team they re going to be working with will be involved in key decisions such as whether they should be offered the job and if they pass their probation. Letting people leave well We understand Reddico isn t a place for everyone. If, for whatever reason, that is the case, we ll do what we can to ensure you leave in good shape and well suited to getting a new job elsewhere. When people leave Reddico, it should be done in a way that leaves them feeling good about themselves and good about the company.

10 Page 10 We never know what will happen in the future, where that person will go, who they will speak to or what they will need. We want to be remembered by them in a positive way and build a strong relationship. 6. Making a social impact While we must be profitable, we re in business to make an impact on the lives of our team, our clients and our community. In 2017, our charitable donations totalled less than 500. In 2018, we re committed to significantly improving our impact in the communities that we work and live in. Reddico have three pillars to their CSR: Cash donations Educating the local community Work in kind Making an impact through donations We commit to donating 2% of our profits to local charities we support. We appreciate we are a small organisation and therefore we look to impact charities for where the donation will have a real impact. Educating the next generation of (local) marketers and entrepreneurs We can also make the most of our experience to help educate the next generation of marketers in the local area. Written guides, workshops and online video courses about SEO, PPC and content marketing can be produced and given freely to local schools, colleges and local businesses. Helping local charities and projects through free consultancy In addition to making cash donations, we d like to encourage the team to use their skillset to have a significant positive impact on a local charity/project. This includes building and improving websites, developing marketing campaigns and running advertising.