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May 26 2023

The Keys To Successful One-On-Ones

Based on Bar Raising Cultural Trainings, Led By: Gunjan Doshi, Founder & Chief Executive Officer @ InRhythm as part of our Founder-Led To Founder-Inspired Series.

Overview

Here at InRhythm, we are looking to implement not only the future of product and technology innovation – but what it means to truly foster a healthy, collaborative work environment that scales. My personal objective now is to scale the business from a founder-led organization to more of a founder-inspired high-growth organization that is run by the leadership and management team. 

As an entrepreneur, I look at everyday as an opportunity to support the ideology of our InRhythm Family and start each morning excited to get out of bed and meet the day’s potential. I want the same zeal to continue with the new leadership team in place. 

The Framework

I will be covering some of the winning set of tools and practices that our team is adopting that will help us keep the same passion and culture of entrepreneurship as we continue to grow. 

  • One-On-Ones
  • Operational Task Transparency
  • Open And Expansive Lines Of Communication 
  • Clear Playbooks
  • Pulse Surveys
  • Bar Raising Interviews

We are performing One-On-Ones through Lattice with our Operations Team on a weekly basis. Team members submit their weekly sentiment score as a way to help us lead with kindness and empathy. One-On-Ones have been a primary indicator of our success here at InRhythm – they allow us to take a pulse on what’s happening in our day-to-day and provide support across the board to our teams. We have successfully built a community that can talk transparently and collaboratively grow into their professional careers. 

The Keys To Successful One-On-Ones

The first of these tools is a proven “One-On-One” Rhythm. As a foundation, we mark this time as a regular and consistent calendar meeting – to ensure that our people know that their contribution takes precedence over all else at this time. These regular meetings are never skipped – building a culture of trust and mutual respect,

A primary pillar to this success has been our company-wide rollout of Lattice, a tool we’ve taken the time to personalize with an InRhythm Spin! Our Mentorship Program is run directly through our dashboard and hosts a number of features that elevate our one-on-one experiences. Having regular one-on-ones is a key way for managers to support their team members in a personal and professional way. It is a humanizing practice that allows leaders to not only maximize the sentiment of their employees, but adjust their growth goals to reflect the best strategy to accelerate their careers. Encouraging a personal cadence between leadership and their teams, brings shared goals and personalized professional development goals to alignment.

Learning from the experience of our past and current InRhythmers, we’ve taken the time to create a culture of transparency that has come to represent our foundational Keys To Successful One-On-Ones:

  • Pre-Work:
    • Thoughtfully Prepared Meetings
    • Honest Weekly Updates
    • Personal Sentiment Scores
    • Attainable Growth Frameworks
    • Intentional Goal Setting
  • Agenda:
    • Personal Check-Ins 
    • Review Weekly Updates Together
    • Thorough Goals Overview
    • Transparent Road-Blocks Discussion 
    • Incentive Growth Areas 
    • Open Forum Q&A

Pre-Work

Thoughtfully Prepared Meetings

One-on-ones are more than just a tool for managers, but instead should be a dedicated time for our team to express their needs, wants, and concerns throughout the work week. Frequent, recurring one-on-one meetings help boost employee engagement and keep everyone on a team aligned and motivated. This personal time should always be treated with the utmost respect and importance – in a fast paced environment, it is paramount that we don’t take this time for granted. 

Our one-on-one Lattice experience allows mentees to share any personal talking points they’re looking to cover, as well as provide the space for mentors to take notes prior, create reflective action items, and come prepared with solutions.

The ideal scenario will always see my mentee speaking 80% of the time, while I use the remaining 20% to thoughtfully share feedback, resources, and attainable benchmarks. This is a time for genuine connection – rooted in empathetic listening and a thoughtful exploration of where our mentees want their futures to grow at InRhythm.

This is their time to shine – so don’t hog the spotlight! Be prepared for your mentees to guide the conversation and come ready with the tools they’ll need to make their dreams a reality.

Honest Weekly Updates

At the end of every week, our InRhythmers are prompted to share their weekly updates. These updates can either be shared publicly or privately – allowing each individual to cater their experience to what makes them most comfortable (no two snowflakes are the same, and neither are your teammates!). 

This space provides the opportunity for mentees to share their weekly accomplishments, any roadblocks they may be facing, future achievements – and most importantly, who they’re most grateful for. By instilling a culture of gratitude, even the leanest teams can feel the trickle down of positive feedback and reassurance. 

Personal Sentiment Scores

As part of our Weekly Updates structure, we encourage our team to share how their professional environment is affecting their personal sensibilities. Creating an employee experience that keeps mental well-being in mind cascades into our entire office culture. We want to continue working towards showing our people that working with InRhythm means working with an employer that respects and reciprocates their time and effort—a notion that can help foster great in-office experience. 

We take time to review our mentee’s sentiment scores every week, in order to continue to adapt and collaborate internally to meet the concerns of our people. We want each one of our team members to feel heard, as well as foster our HQ as a safe space for constructive feedback.

Attainable Growth Frameworks

One of the most important aspects of leadership is promoting from within. Our team works every day to meet extraordinary needs and expectations – and they deserve to see the outcome of that dedication. 

Our leadership has made it a priority to build out clear leveling expectations, that can both be easily followed and attained through their performance. Accelerating the careers of our InRhythmers is a key value that I hold close to the heart of our organization. We can’t bring value to our clients, without first investing in the value of our people.

Intentional Goal Setting

Setting goals is a great way for our team to be able to set milestones for themselves, both quarterly and annually. It gives a transparent view into their progress, as well as that of the company’s overall progression. Our growth is a direct result of the impact each one of our InRhythmers imparts both internally and externally to our clients. 

Goals are a driving force to success, unifying our team into one, cohesive community. Each goal and priority is a direct line to InRhythm’s continuing investment and improvement, uniting all of our InRhythmers in a shared motivation: creating opportunities for recognition as well as reinforcing our culture-driven missions and values.

Agenda

Personal Check-Ins

This time is allocated to check-in with each one of our InRhythmers in order to lead with a full-picture approach. Life doesn’t end outside of our office, and it’s important to remind our team that their personal lives are just as important for their overall success. The happier you are at work – the greater your productivity.

I like to take this time to adjust the tone of our one-on-one meeting and share a tone of empathy.The personal check-in is a simple activity that should appear at the top of every meeting agenda. Knowing where every member of your team stands on an emotional level before diving into the work provides clarity and increases transparency and builds trust.

Review Weekly Updates Together

The weekly update is a great indicator of where the emotional and professional flow of your team is. Every weekly update should be reviewed and treated with a level of care. The primary way to lead this area is to take time to assess and ask questions based on the feedback provided. When done properly, this time provides space for reflection and to get ahead of potential problem solving.

Reviewing these updates sets the stage for your primary talking points and how you may follow-through with setting your mentee up for success!

Thorough Goals Overview

Here at InRhythm, we utilize goal setting as a primary means of fulfillment and professional motivation. Goals are a key component to maintaining appreciation for key objectives met and progression. A quarterly “rock” is an overarching theme that will lead an individual’s focus into their next steps of learning and growth. 

Setting realistic goals will improve morale and find your mentees reaching more markers of personal success in their careers.

Transparent Road-Blocks Discussion

The reality of a growing organization is the inevitable meeting of road-blocks. Smooth sailing isn’t always a guarantee and what sets leaders apart from followers – is the ability to recognize them and collaboratively sync on how to overcome them. 

This specific interest in the day-to-day operations of sole contributors on our team creates a relationship based on boosting and working collaboratively to champion each other’s success.

Incentive Growth Areas

One of the key values of InRhythm is the focus of learning and growth for each member of our team – from operations to consultants, what sets us apart is the investment in our people. Taking care to create a personalized growth framework for individual mentees not only reflects your personal investment in supporting the acceleration of their careers but the trust you have in them as future leaders in our organization.

Create growth areas that best reflect attainable career milestones and play to the strengths of your mentee. This should include not only highlighting their passion, but in turn – giving room to learn new skills.

Open Forum Q&A

To close out your weekly discussion, be sure to give extra time allowance to collaborate on the conversation and next steps. This allows you to not only dig deeper into topics of discussion brought up by your mentee, but also to check-in with how leaders can improve and better understand points of interest. This is the time to tie up any loose ends and make yourself an approachable leader.

Closing Thoughts

From discussing ongoing work to coaching performance and even working through interpersonal conflict, having moments for candid conversations at work has a whole host of benefits. Ultimately, understanding the purpose of one-on-one meetings—and the specific purpose they hold for your organization— will always make this dedicated time productive and impactful. As a leader, you should always consider your weekly one-on-one as the most important meeting you can have because it lays the foundation for a trusting and productive work relationship.

Sample Questions For Managers To Ask During One-On-Ones

Asking the right questions is a major component of running an effective and efficient one-on-one meeting. While each meeting and employee will require a different set of questions, there are some general best practices that are helpful to follow. 

To enhance your own learning and growth, here are five key topic indicators that will help guide your one-on-ones… the InRhythm Way:

  • Personal Life – How’s It Going?, How Was Your Weekend?, Are There Any Non-Company Issues Making It Challenging To Focus On Work?
  • Productivity – What Are Your Goals For Next Week?, What Can I Do To Make Your Life Easier?, What Have You Accomplished In The Last Week That You’re Most Proud Of?
  • Collaboration And Teamwork – Do You Feel The Team Is Communicating Effectively?, Do You Feel Connected With The Rest Of The Team?, Is There Anything I Can Do To Fill In Any Possible Gaps?
  • Career Development – Are There Are Skills You’re Most Interested In Learning And Growing Into?, Do You Feel Your Current Job And Responsibilities Align Well With Your Career Goals?, What Aspect Of Your Role Do You Love And Why? 
  • Manager Feedback – Do You Have Any Feedback For Me?, How Can I Change My Management Style To Best Support You?, Would You Like Me To Share More Updates From The Leadership Team?

Written by Kaela Coppinger · Categorized: Agile & Lean, Culture, Employee Engagement, InRhythm News, Learning and Development · Tagged: best practices, CEO, company culture, Culture, Founder-Led To Founder-Inspired Series, INRHYTHMU, learning and growth, workplace culture

May 08 2023

InRhythm Presents The Propel Spring Quarterly Summit

Design Credit: Joel Colletti, Lead UI/UX Designer @ InRhythm

New York, NY – InRhythm recently concluded its very first Propel Spring Quarterly Summit; a premiere event consisting of six individual coding workshops aimed to support the learning and growth of engineering teams around the world. 

Over the last three weeks, our consulting practices have led a series of interactive experiences that delved into the latest technology trends and tools, designed to propel professionals forward into their careers. 

The workshops are free to access as a unique part of InRhythm’s mission to build a forward-thinking thought leadership annex:

  • InRhythm Propel Spring Quarterly Summit / SDET Workshop / March 17th 2023
  • InRhythm Propel Spring Quarterly Summit / Web Workshop / March 24th 2023
  • InRhythm Propel Spring Quarterly Summit / DevOps Workshop / March 29th 2023
  • InRhythm Propel Spring Quarterly Summit / Android Workshop / April 11th 2023
  • InRhythm Propel Spring Quarterly Summit / Cloud Native Workshop / April 21st 2023
Design Credit: Joel Colletti, Lead UI/UX Designer @ InRhythm

SDET Workshop (03/17/23)

Design Credit: Joel Colletti, Lead UI/UX Designer @ InRhythm

This workshop worked as an introduction to writing and running tests using Microsoft Playwright. Our SDET Practice went over Playwright’s extensive feature set before diving more in-depth with its API.  

For the workshop, the team went over setup and installation of the tool, as well as wrote a series of comprehensive tests against a test application. Once tests were run, the team afforded participants the opportunity to go over some of Playwright’s advanced features, such as its powerful debugger and enhanced reporting. 

To close out the workshop, SDET Practice Leadership compared Playwright’s features to some of its competitors, went over its pros and cons, and discussed why they believed it to be a paramount tool to consider for automated testing solutions.

Web Workshop (03/24/23)

Design Credit: Joel Colletti, Lead UI/UX Designer @ InRhythm

Our Web Practice focused their workshop on their top three, intertwining technologies for development cycles. 

With many modern web applications sharing many of the responsibilities that a middle layer/presentation and service layer/backend provide to the frontend layer, the project was kicked off by organizing the elements with a mono-repository.  

Once the application moved into its build phase, it was time to accelerate the architecture to the next level using NextJS. 

Web Practice Leadership wrapped their project, with an intuitive overview of web bundling and the variety of methods utilized – in order to best adapt to each individual build.

DevOps Workshop (03/29/23)

Design Credit: Joel Colletti, Lead UI/UX Designer @ InRhythm

In this workshop, the DevOps Practice demonstrated tools for provisioning infrastructure as well as how to construct a self-servicing platform for provisioning resources. With these new developments in the industry, bridging the gaps between development and ops by allowing developers to self-manage cloud infrastructure to satisfy their needs will be a paramount skill to adopt. Our DevOps practitioners discussed the pros and cons of a number of tools for provisioning infrastructure and identified which tools can best fit a business’ needs.

For the hands-on interactive session, the team ran through the necessary steps to get started with Pulumi and provision a resource onto AWS, along with demonstrating Terraform in order to get a feel for the difference between the two popular infrastructure-as-code tools. After that, we set up some plugins to enhance the development experience with IaC.  

Self-servicing platforms are the best way to allow for engineers to provision resources and infrastructure for their needs en-masse. With Backstage, the team was able to demonstrate a platform for engineers to come to and fulfill their needs whether it be creating a new microservice, a new repository, or even provisioning a new k8s cluster. Furthermore, the provisioning of these resources were proven to standardize and bring uniformity to ensure that best practices are enforced. Long gone are the days of submitting a ticket to create a new instance to deploy an application, with a wait time of a few hours or even a few days.  Self-servicing tools are the future of bringing operations into the hands of developers and bridging the gap between development and operations.

Finally, DevOps Practice Leadership set up a self-servicing platform and hooked it into the aforementioned IaC repository to allow for the provisioning of resources from a GUI. 

Managing infrastructure can quickly become tedious as the number of resources being used on a cloud provider continue to grow.  With infrastructure-as-code, not only DevOps engineers, but developers can now lay out infrastructure using code. Since it’s managed via code, version-controlling/source-code management tools are also available, making management of infrastructure significantly easier.

iOS Workshop (03/28/23)

Design Credit: Joel Colletti, Lead UI/UX Designer @ InRhythm

Our iOS Practice did a full overview of Swift Async/Await for iOS application development

Async/Await is a programming feature that simplifies asynchronous operations by allowing software engineers to write asynchronous code in a synchronous manner. It also makes code easy to read/write, improves performance/responsiveness, and reduces the likelihood of errors.

In short, Async/Await is a powerful modern feature in every avenue from development speed and simplified code to and application performance.

Android Workshop (04/11/23)

Design Credit: Joel Colletti, Lead UI/UX Designer @ InRhythm

Our Android Practice performed a comprehensive demonstration of the practical integration of Kotlin Multi-Platform Mobile (KMM) for cross-platform development. 

Kotlin Multi-Platform Mobile is an exciting, growing new technology that allows sharing core code between Android, iOS, and Web.  

In this workshop, Android Practice Leadership explored what KMM was, how to setup a project for KMM, a walkthrough implementing a core module to a few APIs (network layer, data models, parsers, and business logic), and then consumed this core library in an Android (Jetpack Compose) and iOS (SwiftUI) application.

Cloud Native Application Development Workshop (04/21/23)

Design Credit: Joel Colletti, Lead UI/UX Designer @ InRhythm

In this workshop our Cloud Native Application Development Practice introduced the participants to gRPC, which is Google’s take on Remote Procedural Calls. Our Practice Leadership presented a brief history of gRPC and Protocol Buffers. Google and other companies use gRPC to serialize data to binary which results in smaller data packets. Throughout the presentation our team went over some of the pros and cons of using gRPC for individual API calls.

In our hands-on workshop portion participants created a simple application to manage users and notes powered by Java, gRPC, and Postgres. The grand finale featured a full-circle moment as we worked together to create a series of CRUD APIs in Java using gRPC to send/receive data packets, translate those into objects, and store them in a database.

About InRhythm

InRhythm is a leading modern product consultancy and digital innovation firm with a mission to make a dent in the digital economy. Founded in 2002, InRhythm is currently engaged by Fortune 50 enterprises and scale-ups to bring their next generation of modern digital products and platforms to market. InRhythm has helped hundreds of teams launch mission-critical products that have created a positive impact worth billions of dollars. The projects we work on literally change the world.

InRhythm’s unique capabilities of Product Innovation and Platform Modernization services are the most sought-after. The InRhythm team of A+ thought leaders don’t just “get a job,” they join the company to do what they love. InRhythm has a “who’s who” clients list and has barely scratched the surface in terms of providing those clients the digital solutions they need to compete. From greenfield to tier-one builds, our clients look to us to deliver their mission-critical projects in the fields of product strategy, design, cloud native applications, as well as mobile and web development. 

Written by Kaela Coppinger · Categorized: Culture, DevOps, Employee Engagement, Events, InRhythm News, InRhythmU, Java Engineering, Learning and Development, Product Development, Software Engineering, Web Engineering · Tagged: Android, best practices, Cloud Native Application Development, devops, INRHYTHMU, ios, JavaScript, learning and growth, Mobile Development, Press Release 2023, Propel, Propel Workshop, SDET, software engineering, Spring Quarterly Propel Summit, Web

Dec 03 2019

Customers are Much, Much More Than Signed Contracts


December 3rd: Customer Collaboration Over Contract Negotiation

Like most things, how you see something is a matter of perspective. The lens that you look through is shaped by experience, environment, who you’re influenced by and the attitude you take towards life and the given topic in particular.

Applying a customer-centric lens to branding, product development and marketing seems like an obvious thing to do, however, it wasn’t until the 1960s when Lester Wunderman urged companies to do so. Moreover, it wasn’t until the turn of the last century when customers took control with their collective new ability to dictate a brand’s narrative via the internet and dawn of social media. So, this concept of customer-centricity, in practice, is actually a modern way of thinking.

“Agile Value #3: customer collaboration over contract negotiation” is an example of a customer-centric approach. However, the core component of the directive is essentially the same. It’s all about communication.

That doesn’t mean unilateral outreach where you as the brand are sending messages, postcards, coupons or holiday catalogues. What it does mean is creating a forum for open dialogue in the spirit of true communication where conversations are bilateral. Doing so ensures that pain points can be discussed until they are understood and then resolved.

As agile product developers, the responsibility of maintaining a health dialogue with our customers is up to us. All too often, I have heard software engineers citing that communication with a client is the responsibility of the sales and marketing team. Not so!

We’re the people who are typically onsite with the customer. It is up to us as the agile craftsmen to deliver our best work to our clients so that their light can shine brightly. Clients look to us as their trusted advisors who are there to help them meet their needs, deliver quality work on time and help ensure our client’s success with their customers. Losing sight of the value of wearing a customer-centric lens compromises our ability to deliver our best for our clients. As soon as we we make it about ourselves and not our clients, the work environment will become more challenging and potentially even toxic.

The concept of collaboration over contract negotiations delineates the difference of being regarded as a vendor versus as a partner. Here at InRhythm, we know which side we aim to be on. Approaching software engineering with agile methodology requires that we are constantly communicating with our clients, assessing their needs and anticipating their needs even before our clients realize that things have shifted.

This brings us back to perspective. If we communicate regularly, with transparency, and deliver quality work in a timely manner, our clients will view us with the lens of partnership. Conversely, if we view our clients with the lens of a signed contract and the dollars tied to it, our perspective will be tarnished. As software engineers, we will struggle to deliver our work with that passion and quality that is required to fulfill the demands of an agile effort.

Agile Value #3 is the reminder for all of us that the lens that we view our work with is critically important. Viewing our deliverables and efforts with a client-centric perspective will positively impact how they view us. And, it can make all the difference between doing business versus being out of business.

Thanks and Keep Growing,

Gunjan Doshi

CEO, InRhythm

What We’re Reading Around the Web

The Real ROI Of Being Customer-Centric
Entrepreneur
“No business will survive long without satisfying its customers. That much should be evident to any company whether it is established or just starting out.”

100 Of The Most Customer-Centric Companies
Forbes
“Customer-centric companies live and breathe their customers and are laser-focused on providing amazing experiences.”

Customer Centricity — Marketing as customer-centric corporate management
Medium
“[The] key to success: a more radical focus on humans. Genuine customer centricity requires to rethink all functions and levels.”

6 Ways to Build a Customer-Centric Culture
Harvard Business Review
“To successfully implement a customer-centric strategy and operating model, a company must have a culture that aligns with them — and leaders who deliberately cultivate the necessary mindset and values in their employees.”


Written by Gunjan Doshi · Categorized: Customer, InRhythm News, interviewing, Newsletters · Tagged: agile, CEO, coaching, customer-centric, engineering, gunjan doshi, inrhythm, insights, networking, product development, software, tech, tips

Oct 23 2019

We are the Living Lab: InRhythm’s Learning and Growth Newsletter


October 22nd: Agile Craftsman in a Living Lab

For more than 15 years, InRhythm has been in the business of practicing agile methodology, building high velocity teams and accelerating product development through a combination of staffing solutions, processes and tools. We’re agile craftsmen, constantly learning, testing new ideas and sharing what we’ve learned or developed with our partners. In essence, we are a living lab for agile best practices.

Going forward, our Learning & Growth newsletter and InRhythm blog will highlight agile values and principles through examples to demonstrate how we are putting each of the values and principles into action. As agile craftsmen, it is imperative that we assess every process and method with a lens designed to identify inefficiencies. When recognized, these opportunities for improvement must be raised and discussed as a team to uncover ways to address the inefficiencies.

Within our own walls at InRhythm, we analyze processes to learn why they work – and why they don’t. Learning by doing is often the best form of instruction. Agile craftsmen must recognize that there is the potential to fail and “feel the fear but do it anyway” in the words of Coach Jeffers. 

Our practice leads scrutinize each effort at each partner and bring back new ideas and best practices. Internally, we test these new concepts, practice implementing and executing them then review what we did with a lens on how to make it better. By first testing new ideas ourselves, we can assure our partners that we are bringing vetted concepts forward to make their high velocity teams even stronger. As a living lab of agile craftsmen, we cannot be afraid to pivot.

Inherent in our success is learning, learning through observation, application and implementation. What doesn’t work within our own walls is unlikely to work at a partner site. Recognizing the difference between an agile concept that has the potential to be beneficial once artfully defined and practiced versus a concept that is flawed in its conception and will never work despite excellent execution can only be done through trial and error. 

A hallmark of agile product development and of high velocity teams is failing fast. However, in order to fail, you first need to try. Wayne Gretzky, a hockey legend, masterfully articulated this his popularized quotation, “You miss 100% of the shots you don’t take.”

Over the weeks and months ahead, we look forward to sharing some of our “experiments” as agile craftsmen practicing new concepts to make the available to you and our partners.

I’m interested to learn how have you been able to apply internal learnings to your business success, and create your own living lab? Share your thoughts with @GetInRhythm or on the InRhythmU blog.

Thanks and Keep Growing,

Gunjan Doshi

CEO, InRhythm

What We’re Reading Around the Web

What is Agile Testing?
Guru99
“Agile Testing can begin at the start of the project with continuous integration between development and testing.”

Engineering Higher Quality Through Agile Testing
Atlassian
“Project owners face an unwelcome choice: delay the release, or skimp on testing. (I’ll give you one guess as to which option wins 99% of the time.)”W

Agile Testing, Principles & Advantages
ReQtest
“Agile testing not only facilitates the early detection of defects but also reduces the cost of bugs by fixing them early.”

Agile Methodology: The Complete Guide to Understanding Agile Testing
RTricentis
“This frequency has forced testers to shift when they conduct testing, how they work with developers and BAs and even what tests they conduct, all while maintaining quality standards.”


Written by Gunjan Doshi · Categorized: InRhythm News, interviewing, Newsletters · Tagged: 10x teams, agile, gunjan doshi, high performance culture, inrhythm, learning and growth, management consulting, newsletter, organizational assessments, performance, process

Oct 11 2019

Achieving High Performance Cultures: InRhythm’s Learning and Growth Newsletter


October 8th: How to Achieve High Performance Cultures

Everyone wants a high performance culture. Here’s why it matters. Research shows that high performance organizations have a 14% job turnover rate compared to 48% as seen in low performance organizations. 

Throughout nearly 20 years of management consulting, I’ve completed over 100 organizational assessments of companies ranging from startups like Yodel and Vimeo to great enterprises like Consumer Report and Amazon. These assessments revealed the reasons why companies struggle to attain high performance cultures. Additionally, these evaluations highlighted how investments in team culture enabled transformation into successful enterprises. 

The key message is that high performance cultures require what we refer to as “10x teams.” Success of 10x teams is not the result of a secret formula. Rather, it’s based on an approach that can be consistently repeated.

That said, one of the main roadblocks to developing 10x teams is the process itself. Furthermore, the obsession with process. There is a preconceived notion that adoption of a process, whether it be agile development, safe or lean mindset, or some other process, will solve every problem. Not so. 

Working with my clients has illustrated that it is the convergence of people, culture, process and business structure that spurs the magic. Ultimately, it is this convergence that creates 10x teams and high performance cultures. The adoption of key practices accelerates performance improvement. These practices include pulling group members together, propelling groups into action, encouraging groups to push boundaries as a team so that they can achieve an increasingly greater impact together over time.

Off-the-shelf processes for 10x team transformation simply do not exist. Bespoke processes must be developed based on your people, culture, org structure, geography and so on. Efforts to design a process in the absence of these factors typically have the reverse effect: your business will slow down and you typically will not achieve the desired outcome. Additionally, unintended consequences include expectations for a transformed culture which is unattainable with a vanilla approach. Confusion and dissatisfaction often result.

Without a doubt, based on my experience, adopting a generic process that does not factor in the aspects unique to your business is the number one reason teams are prevented from becoming 10x. Another important consideration is that team transformations are dynamic processes which are either cumulatively additive or negative. Given that the long-term goal is a sustainable culture, continuous adaptation is required to keep your teams and company moving in the right direction. 

I’m curious. How has process limited your organization from growing and what barriers have you come across along the way? Share your thoughts with @GetInRhythm or on the InRhythmU blog.

Thanks and Keep Growing,

Gunjan Doshi

CEO, InRhythm

What We’re Reading Around the Web

Why Some Rules are more likely to be Broken
Harvard Business Review 
“Our intuition was that rules that were high in either type of complexity would be harder to follow. Because organizations rely on routines for following rules, complex rules would require complex routines, which would be harder to execute reliably.”

5 Team Attributes that are Killing Your Creative Tension
WForbes
“Fear of failure can stifle the engagement, speaking up and risk taking that are hallmarks of creative thinking.”

Companies do Best when they Encourage this Kind of Culture
Forbes
“Businesses do best when they’re built around high-purpose cultures, which are equally focused on both employees and customers.”
 


Written by Gunjan Doshi · Categorized: InRhythm News, interviewing, Newsletters · Tagged: 10x teams, agile, gunjan doshi, high performance culture, inrhythm, learning and growth, management consulting, newsletter, organizational assessments, performance, process

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