Flat - Hivewyre

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Growing. Together.



Our founding fathers didn’t set their sites on making a better monarchy, they sought to supplant it.


There are 2 basic principals that lead to abundance, happiness and prosperity.

1. Don’t use force against each other (criminal)

2. Keep your commitments (civil)


Responsibility is freedom’s twin


Leaders not ManagersGuidingPrincipals


Key positions often go to those who are the most politically astute vs. the competent.


When you take out the pyramid, you drain most of the poison out.


Power is ‘sticky’. It doesn’t typically flow from an individual who is less capable to someone that’s more.


No individual can fire anyoneGuidingPrincipals


No individual can change your compensationGuidingPrincipals


There are no titles.

We are all colleagues.

GuidingPrincipals


The company’s leaders are determined by you. Leadership is not something that is granted, it is earned.

You and your peers will determine who you will follow and who you look up to for guidance and mentorship.

GuidingPrincipals


The core of a flat structure is making and keeping commitments.

(Value: Make commitments and meet them)

Persuade vs. Dictate

GuidingPrincipals


3.) Re-negotiate the commitment if you feel you need. The Client doesn’t have to agree if they don’t feel it’s for the right reasons.

4.) Meet the commitment1.) Colleague asks you for a commitment

2.) Agree on a Commitment

Commitment loop


Keeping commitments creates economic value and makes you as an individual and the enterprise you work within more valuable.


A goal is something you aspire to achieve. A goal is NOT a commitment.

Consistently keeping commitments is something you must do in order to remain

with the company.

Goals vs. commitments


Making a commitment is voluntary.

Nobody can force you to make a commitment.NOBODY!

Persuade vs. Dictate

commitments


Colleague Letter of Commitments

(CLC Doc)Pronounced Click Doc


A CLC doc should not include a list

of goals.

Clc doc


Commitments go well beyond what’s in your CLC doc.

Any time you say your going to do something and when you’re going to have

it done by, it’s a commitment.

So be very clear when you’re stating a goal. It’s your responsibility to do so.

Clc doc


If you’re seeking a commitment from a colleague, get it in writing to avoid

miscommunication.Clc doc


A new colleague cannot be hired without the following:

Sign-off on CLC doc that includes list of required commitments for position

Approved compensation from comp committee

hiring


• If a colleague has an issue with a fellow colleague that cannot be worked out, they can ask for mediation.

• Colleagues cannot meet with a mediator on their own to discuss issues about a fellow colleague. They can only meet as a group.

• Mediators are required to ensure this takes place as a group.• Colleagues should work out issues with their colleagues on their

own whenever possible. • Use of a mediator should be a last resort, not a first one.• Mediators should provide input and advice on the situation and

request that the parties work out their difference.• If both parties cannot agree, then a second mediation will take

place with 3 or more mediators (when we have 3). The mediators will make a final ruling that all parties must agree to.

mediation


Exceptions:

If you feel in danger, threatened or harassed you will not be expected to have a group mediation.

If it’s proven that someone is threatening a colleague, causes them harm, engages in illegal activities or harassment, then a senior leader in the company could immediately dismiss them if they find merit in the accusations and bypass the mediation process.


When a leader has completely lost faith in an individual to meet their commitments in the current position they’re in and feels they need to use a Performance Improvement Plan (PIP) to prove it, it’s better to have a difficult and direct conversation and present other options. Other options could include a request that they resign or a suggesting another position where they feel they could succeed. If the colleague feels that they can still succeed and rise to the occasion, it may be necessary for both parties to establish a set of commitments that prove their capable of doing the job. Any colleague always has the ability to say no to a commitment request that they feel is not core to their position but they must be prepared to defend their stance.

Heart to heart


It’s our collective burden to ensure we enforce this value.

When you experience a colleague that you feel is a ‘brilliant jerk’, it’s your responsibility to have a crucial conversation with them about their behavior. If you don’t see the changes you feel are necessary to be in line with our culture, let a senior leader know your thoughts and request a mediation.

Colleagues who do not fit our culture will ultimately be asked to leave if the compensation committee and commitment committee agree it’s in the best interest of our culture.

No brilliant jerks


What is a Commitment Mediation (CM):• Colleague not meeting agreed to commitments• The perception that a colleague is sandbagging on their

commitments• Colleague not agreeing to commitments that are reasonable for the

role they were originally hired for

Commitment mediation


• There must be 3 mediators in attendance (when we have 3)• Meeting will take place ASAP• The mediators are there to review facts. Colleagues have the burden of proving

that a fellow colleague has not met their commitments. Only objective commitments will be reviewed. Objective requires that a number(s) are included.

• Commitments are not limited to what’s found in the CLC Doc.• What are some of the things you can you expect from a C.M.?

• Guidance from the mediators and a request that the individuals continue to work out their differences

• Possible termination• A recommendation that a colleague take a new position in the company (if

available) that might better fit their skill level

Commitment mediation


• Every new colleague and existing colleagues compensation must be produced and agreed to by a majority of the comp committee.

• Packages will be based on market data whenever available. • Pay will be a reflection of the following:

• Market data • Your commitments and ability to meet them• Company goals

• At any time, a colleague can request that the comp committee review their current pay and commitments and ask for a comp review based on the fact they have increased their commitments or the market has changed. • At that time, the C.C. will reach out to their colleagues and being a

review process to determine if the colleague is due increased compensation. This process will become more formal over time.

Compensation committee


• It may be necessary for the company to reduce it’s workforce due to changes in the market, competition or strategy adjustments.

• It may also be necessary for a specific position to be eliminated.

• In order to this occur, the compensation committee must agree on the proposed changes.

Layoffs or position changes


Finally!

You can expect more processes.

process


A process are sequences of activities that produce value for your clients (internal or external).

Rules are different than process. Rules are typically put in place to protect individuals or the company from making a mistake. They’re often arbitrary and typically handed down from ‘above’.


Some rules are necessary such as accounting restrictions or rules.


Example:Toyota has a process process for building a carAnyone on the line can stop production and introduce something new to the process.

Rule: You must wear safety goggles


A process mindset thinks beyond individual quirks, personalities and conflicts.

A process culture values its processes as strategic assets, and seeks independence from individual knowledge bases and ‘turf’.


An enterprise with a process mindset will always have a strategic competitive advantage over an organization that doesn’t – because a process culture leads to continuous improvement.


Success is about healthy confrontation.


j o i n t h e h i v e

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Leadership & Management

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