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douglas holmes search primary menu skip to content about search for: articles scale teams at breakneck speed — without breaking necks january 19, 2018 doug leave a comment “when an organization grows in size, things that were previously easy become difficult.” — ben horowitz getting people to work together is harder when they can’t all fit in the same room anymore. this is a big problem for high-growth startups: the rate at which teams change is so extreme it is difficult to keep up. doing something about this involves changes to processes and roles, which is tricky — according to the harvard business review, the standard failure rate for change management projects is 60–70% . in a former role at a successful it software startup, i worked with a number of different departments as well as senior leadership. i observed many different solutions employed to deal with the substantial change we went through — from spinning out of a parent company, undergoing leadership change to being acquired ourselves. in this series, i’d like to share what i’ve learned. managing yourself m.c. escher — hand with reflecting sphere 1935 lithograph people are not robots: we don’t think and act differently just because someone tells us we should. if we’re trying to implement change in an organization, we need to be able to use persuasion to change the way they think and act. maintaining a positive mental attitude and setting a clear example with your behaviour are crucial. maintaining a positive mental attitude no matter how well-implemented, change is stressful. letting it make you disaffected or negative is entirely unproductive — everyone avoids such people. this makes it more difficult to maintain the healthy relationships you need to be able influence people. the good news is that there is a lot you can do to manage stress . while finding what works for you requires experimentation, “how much exercise are you doing?” is the first thing i ask. one of the common side-effects of overwork or disruption is reduced exercise. as stress is chemical and exercise flushes your system of stress hormones like cortisol, it is vital that we maintain a basic exercise regime. this was a hard-learnt lesson for me. during a time of substantial upheaval, i found i was getting seriously distracted thinking about the future of my team — getting to the stage where my sleep was being affected. unsurprisingly, this also affected the way i was communicating — including, crucially, new senior management. this all changed after i took up brazilian jiu jitsu. the physical release this gave me translated to an almost immediate improvement in how i felt, which greatly improved my ability to advocate for my team, and was ultimately reflected in my appraisals. it is also important to have the right perspective on what you should focus on — namely those things which matter and are within your sphere of control. if there is nothing you can do to change something from happening, your energy is best spent reacting in the most appropriate way. stress management isn’t a panacea of course — there may be misalignment between your personal goals and where your job is currently taking you. if after reflection you conclude this is the case, you should figure out the necessary steps to change your role (or your employer). setting an example the people around you take cues from your behavior. our former ceo was the hardest working, most enthusiastic person in the company. the fact that he was in the office earlier than anyone else in the morning was a daily reminder that what we were doing mattered. these sorts of signals help keep up the energy and momentum needed to drive change. it’s important for you to ask the question: “what can i do to help motivate and provide clarity to my co-workers?” communication internal communication is the glue that holds an organization together and should not be treated as an after-thought. without it, a company is just a collection of disconnected individuals each working individually at his or her own job. with it, a company is a unit with power far beyond the sum of its parts. – conor neill, senior lecturer at iese business school while we know that healthy internal communication is vital for organizations to be effective, discussions around the topic tend to be somewhat superficial. “poor communication” is a common complaint on websites like glassdoor (bringing up 465,000 results at last check), but reviews rarely go into any detail. sample “poor communication” review businesses can only benefit from taking retrospectives more seriously, spending more time thinking about the process of communication rather than tools, encouraging better meeting etiquette, and ensuring good manager-managee feedback. retrospection needs to be non-negotiable those who cannot remember the past are condemned to repeat it george santayana a reliable indicator for team performance improvement is the execution of retrospectives. these should be iterative and incremental to fix current problems rather than post-mortems at the end of a project which are too late to help. with the constant stream of new tasks and crises, it can be very tempting to skirt doing these, but this is a big mistake — busy people can’t afford not to review — the improvement in performance is too significant. in the team i was part of, we took a pretty disciplined scrum approach with our retrospectives. this enabled us to incrementally improve the way we worked together sprint by sprint, getting to a stage where we able to completely transform the quality of work we were delivering. instead of “finger biting” every time there was a new release, regular unexplained downtime, and team members taking time off due to stress we ended up with deployment of new features being on-time and on-spec, high stability, and amongst the best team morale in the company. we used the following basic process: thank top contributors — which helped build morale by demonstrating appreciation for individual contributors highlight what went well — which again was good for morale but also helped make sure we preserved the progress we were making sprint to sprint highlight what did not go so well — which was a socially accepted way to identify where we were falling down determine actions to improve working processes — where we made sure to convert the issues that people raised into constructive change process before tools there are many software companies with great marketing. they will tell you inspirational stories about how using the awesome power of ai/machine learning/natural language processing/etc. will transform your organization and make it more competitive than you ever thought possible. the team behind the product all have incredible pedigrees from well-respected universities and market-leading businesses. there will be glowing testimonials and case studies from people who look just like you who work at businesses which seem very similar to yours. the weight of all this makes it seem as though this product will solve all of your issues. it is important not to get carried away with the hype — while there are certainly some solutions out there which can be very helpful, the most common bottlenecks we face with communication at least are rarely technological. it is much less important whether you use slack, email, irc, or yammer than knowing what communication you plan on managing. if you don’t know which groups should know which things & what the most important communication paths are, you don’t have the necessary information to evaluate whether a particular technology is right for you anyway. however you decide to manage this, it is good practice to make the designated process as explicit as possible so that all employees can understand how communication is supposed to work. the more specific these channels can be the less employees are inundated with correspondence. also, expectations regarding feedback and response times should be explicit

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Whois Information

Whois is a protocol that is access to registering information. You can reach when the website was registered, when it will be expire, what is contact details of the site with the following informations. In a nutshell, it includes these informations;

Domain Name: DOUGLASHOLMES.COM
Registry Domain ID: 1612899118_DOMAIN_COM-VRSN
Registrar WHOIS Server: whois.tucows.com
Registrar URL: http://www.tucowsdomains.com
Updated Date: 2016-07-27T17:00:59Z
Creation Date: 2010-08-26T16:01:29Z
Registry Expiry Date: 2018-08-26T16:01:29Z
Registrar: Tucows Domains Inc.
Registrar IANA ID: 69
Registrar Abuse Contact Email:
Registrar Abuse Contact Phone:
Domain Status: clientTransferProhibited https://icann.org/epp#clientTransferProhibited
Domain Status: clientUpdateProhibited https://icann.org/epp#clientUpdateProhibited
Name Server: NS1.LIVEDNS.CO.UK
Name Server: NS2.LIVEDNS.CO.UK
Name Server: NS3.LIVEDNS.CO.UK
DNSSEC: unsigned
URL of the ICANN Whois Inaccuracy Complaint Form: https://www.icann.org/wicf/
>>> Last update of whois database: 2017-10-26T08:22:11Z <<<

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Registrars.

  REGISTRAR Tucows Domains Inc.

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DOMAIN

  NAME douglasholmes.com

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STATUS
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NSERVER

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  NS3.LIVEDNS.CO.UK 213.171.192.254

  REGISTERED yes

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