It’s 4p.m. on Thursday. I’m halfway through giving a job offer to Stacey when I bring up the handshake deal.
Most people hate being told what to do.
It seems like an obvious statement, yet companies still drive most of their company culture initiatives from the top down.
There’s a better way.
When it comes to building a truly iterative, progressive company culture employees love, volunteer task forces are the way to go.
A volunteer task force is a small group of employees who volunteer themselves to own a high priority company initiative.
Stride is continuously iterating on our company culture. We do this by getting input from our employees often through:
Each of these activities produces valuable insights into what Striders want and what they value. From these insights, we choose our top priority initiatives as a team, and then we form a voluntary task force to own a top priority initiative.
Each task force follows these guidelines:
If Stride can’t find two employees that are passionate enough about an initiative to champion it, that tells me there’s no true interest in the initiative.
If we can find two employees and form a volunteer task force around an initiative, we know any initiative that gets implemented is truly created by the employees.
Here’s the secret to the whole thing: If the task force stalls, then the initiative is dropped.
The initiative simply falls through the cracks and no one on the leadership team requires it to be completed.
Think about it.
For example, if Striders say improving, our professional development policy is important to them and they are adamant it must be changed, it’s on them to come up with a proposal that works for both them and for the business.
Now, it’s important to note the leadership team at Stride has a very important role in voluntary task forces.
It’s the leadership’s job to be servant leaders.
It’s the leadership team’s responsibility to truly be ready to implement change, so long as it makes business sense.
If, for example, there is great passion about an idea that isn’t feasible, the leadership team needs to state that clearly up front. If a task force works hard on an initiative that never had a real chance of being implemented, that’s a surefire way to sink morale quickly.
It is true not every high priority initiative can be owned by a task force. Some initiatives ought to be owned by someone on the leadership team.
Here’s how we decide: Every quarter, the Stride leadership team holds a strategic planning session. In the planning sessions, we identify the top 3-5 quarterly company initiatives (that tie into the annual initiatives).
These top 3-5 quarterly initiatives are owned by the leadership team. Anything else that comes to us from Strider input is fair game for a volunteer task force.
I am proud that Stride has a 5 star Glassdoor review, has been named Crain’s Best Places to work two years in a row, and has a 3% turnover rate (industry average is 18%). Are task forces to thank? I, for one, think they play a strong role.
Originally Posted on Huffpo
For a Fortune 100 media firm, predicting viewership was crucial to revenue -- so they turned to Stride to rapidly prototype a solution using Agile programming. Read the full success story.
Debbie has over 20 years of experience in NYC tech. She is passionate about helping businesses improve through software. As CEO, Debbie has unparalleled leadership experience in the technology space - she built 4 companies from the ground up prior to co-founding Stride.
With a reputation as a passionate woman executive in technology, Debbie is a sought after writer and speaker. She has appeared in popular media outlets such as Harvard Business Review, Huffington Post, Forbes and The Wall Street Journal.