Everything Changes with Employee 25: Peldi, Balsamiq

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Business of Software Conference

Business of Software Europe 2017

Software

Everything Changes at 20-25
@peldi - #BoS2017

?v.0
Experiment
v.1
It’s Working!
v.2Small
Team
v.3
Handbook
v.4
Kaizen
v.5
????

In Today’s Talk…
1. What I should do as a CEO
2. How we get stuff done
3. How we give each other feedback
4. Policies we added at 20-25

Rookie CEO Grows Up
…Reluctantly
Giacomo ‘Peldi’ Guilizzoni - Business of Software 2015 - @peldi #BoS2015

Joel Spolsky Patrick McKenzie Andy Brice

Fine then, you can call me boss
whatever that means

1. People
• Plan Staffing
• Recruiting Process
• Employee Development
• Employee Engagement

2. Money and Policies
• Finances
• Kaizen

3. Strategy and Vision
• Where is the market going, and what’s our place in it?
• Be the keeper and communicator of the vision

–Balsamiq Handbook
“Trying to be too flat is a lot of work. When we
notice that putting a policy in place to solve
something in a flat way is way too much work
(diminishing returns), we take a shortcut and
use Peldi as "the boss" instead.”

–Paul Kenny
“Stop trying to make people happy.”

I have to tread carefully
• I have to sell my ideas
• I have to repeat myself
• I have to be more mindful of micro-aggressions
• I have to make changes VERY incrementally

People Management = BAD
Project Management = OK, I guess

Up until 10 employees
• It didn’t even cross my mind
• No-one brought it up, we were just all working very
closely together

Between 10 and 16 Employees
• People started asking for reviews
• I tried hard to avoid doing them
• I’m not your boss!
• I just want to code!
• No-one was thinking about people’s development
• Some people didn’t get a raise for 3 years

Personal Coaches
• It’s flat
• It’s organic
• It scales
• It’s in line with the our servant-leadership style
• We like it!

• Not everyone can come to the retreat
• Not enough time at the retreat to have quality time
with everyone
• Using #announcements is really expensive
• Good discussions don’t happen in large groups
• ~100 concurrent projects = you HAVE to give up on
trying to follow of all of them.
• Reaching whole company consensus is hard and
very painful

4th week of June
4th week of June
11 Weeks After Easter

Shift from company to teams
the right way

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Conference: Engage2024 in Antwerp Type: Workshop Speakers: Florian Vogler, Henning Kunz, Christoph Adler Title: Navigating the Future with The Hitchhiker's Guide to Notes and Domino 14 Abstract: Embark on an exhilarating journey with industry trailblazers Florian Vogler, Henning Kunz, and Christoph Adler in this not-to-be-missed workshop at the forefront of the tech universe. Get ready for a thrilling kick-off as we navigate the current state of the HCL universe, setting the stage for an exploration of the groundbreaking Notes and Domino 14. Discover the latest enhancements and revolutionary features that will redefine your experience. In this interactive session, unlock a treasure trove of tips and tricks to elevate your utilization of version 14, both with and without the game-changing panagenda MarvelClient. Brace yourself for also diving into Nomad, Nomad Web, and VoltMX, expanding your horizons in the expansive HCL landscape. Be a part of this exclusive opportunity to stay ahead in the ever-evolving world of HCL technologies. Your journey to mastering Notes and Domino 14 begins here. And remember, in the spirit of intergalactic exploration, don't forget to bring your towel!

W01_panagenda_Navigating-the-Future-with-The-Hitchhikers-Guide-to-Notes-and-D...

panagenda

Everything Changes with Employee 25: Peldi, Balsamiq

2. Everything Changes at 20-25 @peldi - #BoS2017

3. Warning: lots of screenshots!

6. ?v.0 Experiment v.1 It’s Working! v.2Small Team v.3 Handbook v.4 Kaizen v.5 ????

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13. IMMEDIATE COMPREHENSIVE TOTAL FREAKOUT.

14. HELP!

15.

16. Slam on the breaks.

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18. In Today’s Talk… 1. What I should do as a CEO 2. How we get stuff done 3. How we give each other feedback 4. Policies we added at 20-25

19. In Today’s Talk… 1. What I should do as a CEO 2. How we get stuff done 3. How we give each other feedback 4. Policies we added at 20-25

20. Rookie CEO Grows Up …Reluctantly Giacomo ‘Peldi’ Guilizzoni - Business of Software 2015 - @peldi #BoS2015

21. Joel Spolsky Patrick McKenzie Andy Brice

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25. The “B” word

26.

27. That Was

28. Fine then, you can call me boss whatever that means

29. Balsamiq is “flat”

30. IMMEDIATE COMPREHENSIVE TOTAL FREAKOUT.

31. Paul, what’s my job?

32.

33. CEO’s Areas of Responsibility 1. People 2. Money and Policies 3. Strategy and Vision 4. Brand Guardian

34. 1. People • Plan Staffing • Recruiting Process • Employee Development • Employee Engagement

35. 2. Money and Policies • Finances • Kaizen

36. 3. Strategy and Vision • Where is the market going, and what’s our place in it? • Be the keeper and communicator of the vision

37. 4. Brand Guardian • Keep the brand current with who we are as we change • Review marketing and community

38. 1. People • Plan Staffing • Recruiting Process • Employee Development • Employee Engagement 2. Money and Policies • Finances • Kaizen 3. Strategy and Vision • Where is the market going, and what’s our place in it? • Be the keeper and communicator of the vision 4. Brand Guardian • Keep the brand current with who we are as we change • Review marketing and community I’m a CEO !

39. –Balsamiq Handbook “Trying to be too flat is a lot of work. When we notice that putting a policy in place to solve something in a flat way is way too much work (diminishing returns), we take a shortcut and use Peldi as "the boss" instead.”

40. –Paul Kenny “Stop trying to make people happy.”

41. –Paul Kenny “Clear your schedule.”

42. I have to tread carefully • I have to sell my ideas • I have to repeat myself • I have to be more mindful of micro-aggressions • I have to make changes VERY incrementally

43. In Today’s Talk… 1. What I should do as a CEO 2. How we get stuff done 3. How we give each other feedback 4. Policies we added at 20-25

44. People Management = BAD Project Management = OK, I guess

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60. In Today’s Talk… 1. What I should do as a CEO 2. How we get stuff done 3. How we give each other feedback 4. Policies we added at 20-25

61. Up until 10 employees • It didn’t even cross my mind • No-one brought it up, we were just all working very closely together

62. Between 10 and 16 Employees • People started asking for reviews • I tried hard to avoid doing them • I’m not your boss! • I just want to code! • No-one was thinking about people’s development • Some people didn’t get a raise for 3 years

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71. 25 x 4 = 100

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78. Personal Coaches • It’s flat • It’s organic • It scales • It’s in line with the our servant-leadership style • We like it!

79.

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83. In Today’s Talk… 1. What I should do as a CEO 2. How we get stuff done 3. How we give each other feedback 4. Policies we added at 20-25

84.

85.

86. PD Clubs

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91.

92. In conclusion

93. Org Chart

94.

95. Organism Chart

96.

97. Growing up hurts

98.

99. • Not everyone can come to the retreat • Not enough time at the retreat to have quality time with everyone • Using #announcements is really expensive • Good discussions don’t happen in large groups • ~100 concurrent projects = you HAVE to give up on trying to follow of all of them. • Reaching whole company consensus is hard and very painful

100.

101.

102. 4th week of June 4th week of June 11 Weeks After Easter

103. Shift from company to teams the right way

104. Culture Trumps Everything

105.

106.

107. We’re good people, and we care.

108. Will it last?

109. Thank you. @peldi - #BoS2017