managing and leading talent to drive growth
TRANSCRIPT
MANAGING AND LEADING TALENT TO DRIVE GROWTHMATTI HEIKKONEN, +358 40 548 4487, [email protected], @MHEIKKONEN
Software Entrepreneurs Association, 9.4.2015, Helsinki, Finland
Board positions
Other operative positions
Positions of trust
Matti Heikkonen
Areas of expertise: ‐ SaaS / Cloud business models and strategies‐ Sales intensity, sales leadership and growth‐ Execution and scalability‐ Growth entrepreneurship and leadership
Areas of personal interest:‐ triathlon, snow mobiling, piano
Current position:‐ QuestBack AS (since 2010)‐ Senior Executive Vice President, Global
Operations (COO)‐ Global GTM P/L and commercial processes
0 ‐ 1 meur
2 ‐ 5 meur
20 ‐ 50 mUSD
Revenue shift Valuation
0 ‐ 1 meur
3 ‐ 10 meur
40 ‐ 250 mUSD
Growth entrepreneurships Role
CEO
CEO
COO
Timeframe
1998 ‐ 2000
2007 ‐ 2010
2010 ‐
0 ‐ 2 meur 0 ‐ 3 meur Chairman 2004 ‐ 2007
MY PERSONAL TAKE ON ELEMENTS YOU NEED TO MASTER IN MANAGING AND LEADING TALENT IN GROWTH COMPANIES
WHAT MOTIVATES GREATEST PEOPLE @WORK
RECOGNITIONINCENTIVES/COMPENSATION
COLLEAGUESGOALS
VISION
NONE OF THE ABOVE !
INSPIRING LEADERSHIP
WHAT MOTIVATES GREATEST PEOPLE @WORK
PROGRESS OFMEANINGFUL
WORK
YOU SHALL NEVER STOP ASKING WHY
NEVER STOP ASKING WHY
Businesses are a collection of assets and people. Unify them with a common PURPOSE, and you get excellence
ETHOS => PURPOSE CULTURE VALUES STRATEGY TACTICS
WHYARE WE HERE?
WHATDO WE BELIEVE?
HOWARE WE GOING TO WIN
TIMELESS TRUTH TIMELY ACTS
WITH GREAT PEOPLE, IT ALL STARTS WITH A STRONG ETHOS=> ETHOS IS A GREEK WORD THAT DESCRIBE THE BELIEFS OF A COMMUNITY/TRIBE
Return to your roots to find the origins of inspiration, distinctiveness and soul
THE BEGINNING
Ethos don’t change over time, it’s timeless
THE BEGINNING
Celebrate the past, and you will celebrate in the future
THE BEGINNING
ETHOS => YOUR ROOTS ARE WHERE YOU FIND THE MEANING
Culture is not what you do, but what you have done
CREATING CULTURE
Culture X World Occuring = Behaviour
CREATING CULTURE
Culture is defined by an organization’s shared beliefs
CREATING CULTURE
CULTURE => CREATING THE CULT IN OUR CULTURE
CREATIVITYRESILIENCE
SELF‐STARTER
PEOPLE QUALITIES YOU NEED TO HAVE IN EVERYONE TO DRIVE GROWTH
TOLERANCE FOR PRESSURE
AND THE REST WILL SLOW YOU DOWN
BUILDING A‐TEAM REQUIRES A‐PEOPLE TO ATTRACT AND HIRE THE RIGHT TALENT AROUND THEM (A)
A A
B CAND YOU NEED TO START FROM THE TOP (YOURSELF)
FOR MARTYRS TO EXHAUS FOR GUILTY TO EXHAUS
E1 E2MYSELF?
OTH
ERS FO
R ME?
YOU NEED A FINE CONTROL OF DOING THINGS BY ONESELF VS. DELEGATING PEOPLE TO DO THINGS FOR EACHOTHER
KEY IS TO ENSURE THE INDIVIDUALS EXHAUST E1 PRIOR TO GOING E2
MANAGEMENT NEEDS TO BE FULLY CAPABLE OF EXECUTING E1 THEMSELVES TO BE ABLE TO MASTER GROWTH
GATEKEEPER
MENTORLANGUAGE RITHUALSPRINCIPLES NORMSSIGNS DISCIPLINE
TRIBAL CULTURE CAN BECOME A UNIQUE ASSET
COMMONALITIES
EACH EMOTIONAL VAMPIRE IS CAPABLE OF SUCKING LIFE OUT OF 5 COLLEAGUES OF HIS/HER
EXTINCT EMOTIONAL VAMPIRES
COMMON CATEGORIES OF PEOPLESUBJECT TO DERAILING
WRONG PLACEAT A WRONG TIME
NON‐PERFORMERSNON‐BELIEVERS
MISMATCHED WITH ROLECULTURALLY
INCOMPATIBLE
EMOTIONAL VAMPIRE
PERSONAL ISSUES
COMPROMISED INTEGRITY
WHEN TERMINATION SHOULD BE CONSIDERED AN OPTION
10 PEOPLE ISSUES OUT OF A DOZEN
ARE DUE TO LACK OF LEADERSHIP CAPABILITIES
ATTRACT & HIRE
DEVELOP & RETAIN
ENGAGE & MOBILIZE
LEAD & SCALE
EXIT & ALUMNI
KEY PROCESSESTO LOOK AT
FOR FAILURES
KEY LEARNINGS AND ADVICE WHEN TOUGH DISCUSSIONS NEED TO HAPPEN
ABD (ALWAYS BE DOCUMENTING)
PROCESS EATS RATIONALE FOR BREAKFAST
OBJECTIVETRANSPARENT
ENSURE YOU HAVE YOUR BASICS IN PLACE!
NEVER EVER OUTSOURCE EXECUTION OR ACCOUNTABILITY
KEEP CONTROL
CHAOS
3 CARDINAL DIRECTIONSTO NAVIGATE CHAOS
PATIENCE
USING CHAOS TO NAVIGATE AS A LEADER IN THE WORLD OF COMPLETE UNCERTAINTY
