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GrowthHackers Leadership Guide Summary What makes a leader ……………………………………………………

GrowthHackers Leadership Guide Summary What makes a leader ……………………………………………………………..……………..05 Self Development ……………………………………………………………..………………….07 Team Development ………………………………………………………………..……………..13 Weekly Team Up (all hands).....................................................................................14 Weekly 1:1s …………………………………………………………………………….....15 Quarterly Development Rituals ……………………………………………………....…16 Radical Candor…………………………………………………………………………….19 Leadership Styles……………………………………………………………………………........23 Developing Strategic Thinking…………………………………………………………………...28 OKRs…………………………………………………………………………………….....33 Management Rhythm…………………………………………………………………………..…34. Emotional Intelligence………………………………………………………………………….....35 Inspiration and Motivation………………………………………………………………...46 Flow Graph…………………………………………………………………………….…...53 Nonviolent Communication…………………………………………………………….....57 Decisiveness and Result Focus………………………………………………………………....65 Balancing Focus…………………………………………………………………………..72 Sources…………………………………………………………………………………………..…76 Thank you note…………………………………………………………………………………….77 02 Leadership Guide Summary Welcome to GrowthHackers Leadership Guide 03 Leadership Guide Foreword Development is a journey, a never-ending ride. Being a leader is a work in progress, always evolving, never stopping. Goals, on the other hand, are black and white. You either achieve them or you don't. If you're a manager or if you already lead a team, or your career goal is to one day do so, either in-house or remote, this guide is for you. My intention here is to show a road you can take to develop yourself and become a better leader every day. Enjoy the ride! - Emilia Chagas, CEO of GrowthHackers. Prelude: What makes a leader You're a leader when people look up to you. You're a leader if you're responsible for not only your own performance, but for that of others too. You're a leader once your actions don't simply reflect on yourself, but on a group of people as well. At GrowthHackers, we have more leaders than teams. Part of our leaders are called team leaders and earn the responsibility of responding for a group of people, a set of OKRs, KPIs and deliverables before the whole team (not just before the board or the CEO). What makes a Leader 05 Leadership Guide A Leader "Your title makes you a manager, your people make you a leader." -- Bill Campbell. Being called a team leader does not make one a leader. Behaving as a leader does. But what are the behaviors of a leader? According to researchers from Harvard Business School, the more contagious ones are: 1.Developing oneself and others 2.Technical skills 3.Strategy skills 4.Consideration and cooperation 5.Integrity and honesty 6.Global perspective 7.Decisiveness 8.Result focus We will visit them in the following chapters, one by one. What makes a Leader 06 Leadership Guide A Leader Chapter 1: Self development & team member development Self development is a given if you #DefyYourLimits. The first step towards self development is self-knowledge. To be a great leader, start by finding out who you are and what you really like. That's where passion, commitment, and integrity come from. Ask yourself and write down the answer: WHAT DO I REALLY LIKE? It's equally important to understand your strong points and the areas where you need to improve. Self development 08 Leadership Guide Self Development Start your self-knowledge journey by taking this assessment (1= weak; 4 = strong): Self development PASSION: I have a burning drive to make things better. 1 2 3 4 PERSPECTIVE: I'm able to "step back" and "view" what I'm doing even while I'm doing it. 1 2 3 4 CREATIVITY: I see fundamentally new and more effective ways to do things. 1 2 3 4 ORGANIZATION: I translate a broad vision into very well-organized, practical, step-by-step programs. 1 2 3 4 Self development TEAM WORK: I have my company's best interests at heart, and I am really motivated to make things better for people on my team. 1 2 3 4 PERSISTENCE: I stay interested in ideas even when it's time to slog through the implementation of projects. 1 2 3 4 OPEN MINDEDNESS: I have a good measure of learning by doing and high level of tolerance for ambiguity. 1 2 3 4 INTEGRITY: I'm genuine and motivated by deeply held values to make both the company and my team improve. 1 2 3 4 Use the results of this assessment to take action: create a self-improvement plan, share it with your mentors and other leaders. If you had a difficult time answering the questions, read the result of previous development ritual (read page 16) meetings and your big five. Or ask your team members to give you direct feedback on each characteristic. Self development takes time. At GrowthHackers we highly recommend that leaders reserve at least 1h/week to meditate on specific topics. ● Which goals aren’t I making progress on? Why? ● What’s coming up that I need to prepare for? ● What should I do differently? ● What new skill do I need to start learning? Why? ● Am I happy? If not, why not? ● How can I get more done this week? Self development 11 Leadership Guide Self Development reports or not, being a leader means taking ownership over your work. This means you are accountable for the quality and timeliness of your output, even when you’re working with others. By modeling the way to act, you help create a culture in which people can lean on each other but will ensure the successful completion of their responsibilities. Conﬂict is a natural part of working in teams, and I believe the best leaders are not only able to resolve it but can turn disagreements into productive teaching moments." From the Leaders: model the way you act 12 Leadership Guide Self Development Bryson Runser Marketing Specialist at Adobe "W hether you have direct Leaders who work on themselves set a great example for team development. Leading by example is a necessity, but you shouldn't stop there. Create opportunities and events where your team members can develop their abilities. Here are a few tools that you can use: ● Quarterly development rituals ● Quarterly team building meetings ● Quarterly hackathons ● Monthly OKR reviews (pit stop) ● Monthly happy hours ● Weekly team-ups (all-hands meetings) ● Weekly 1:1s. Team development 13 Leadership Guide Team Development At GrowthHackers every team gets together weekly. Some team leaders prefer to team up on Mondays to plan the sprint ahead. Other choose Fridays to review the results of the week and the roadmap. Team up meetings are the moment to get everyone united towards the goal ahead. Great questions to answer together at team up meetings are: ● What have we achieved during the past week? ● What's the priority for the week ahead? ● Are there any roadblocks? How will we overcome them? Weekly team up (AKA all-hands meetings) 14 Leadership Guide Team Development Every week team leaders are to hold meetings with every member of their teams, individually, preferably at the same time and day to create rhythm. These meetings should include topics such: ● Individual OKR and KPIs status; ● Small and big wins of the week; ● Challenges or roadblocks; ● Best moment of the week (work-related or not); ● Perceptions: what are we doing that we should stop and what we're not doing that we should be; ● New ideas for GrowthHackers products & strategy; ● Team leader feedback: ask where you should improve; ● What's next (following week preview). Weekly 1:1s 15 Leadership Guide Team Development This is when we set a time for a structured exchange of suggestions among people from the same team, and between team leaders. This ritual is like intensive training that encourages more moments of feedback to occur on a daily basis. Every three months (March, June, September, December): ● Schedule a meeting on all team members' calendar ● Start the meeting by setting the tone or presenting the topic ● Rotate papers / docs for each team member where others get to write down their feedback ● Have 5min-10min 1:1s between everyone to share examples and talk about what was written ● Get together, set goals for the team's improvement and wrap up. Go out to have fun! Quarterly Development Rituals 16 Leadership Guide Team Development Quarterly Development Rituals None of us is as smart as ALL OF US. The main structure used at GrowthHackers is When you do this, I feel that. This was a framework I've learned from workshops with experts from a Silicon Valley leadership and a founder training organization, called Inner Space. This model encourages us to share what we feel and think from the attitudes of others — a field of vision that is commonly confined to ourselves. By broadening this field, seeing our attitudes from the vision of the team members who work side by side with us, we learn a lot about the expectations we generate and ways we can move forward for the benefit of the whole team. your team and to not just hire to ﬁll a spot. Find people who know more than you do, get to know your team individual's strengths, and leverage each other to reach your objectives. Your goal should be to build an autonomous team, where members trust, listen and learn from each other. Commit to your team on a daily basis, celebrate wins and fail fast." From the Leaders: build an autonomous team 18 Leadership Guide Team Development Ana Sordo Team Manager, Awareness and Acquisition Marketing at HubSpot "I believe in investing in #RadicalCandor The idea of ‘radical candor’ comes uploads/Management/ growthhackers-leadership-guide.pdf