Last week Peter asked us if we knew what we did wrong and if we could justify the mistakes made in last weeks rollover, then Peter would give us a cash injection. we received the money and were stoked! I mentioned last week in my reflection that I hoped my team members would be more motivated considering we didn't do to well and required the injection, and this week everyone showed up for meetings, justified their research and decisions made on fb, and seemed a hell of a lot more keen to do business. We deserved a good result this week due to the realization and effort we put into conducting our decisions and we reaped the benefits. I think this is what we needed right now, which in turn, I do hope it keeps us motivated for the next 2 weeks.
Overall I am grateful that I got allocated with this group of people, they have been amazing to work with and have taught me a lot, I have gained more confidence because of them. I think we get better results because we work so well together and I wouldn't trade my position with anyone.
So the reading this week was about the CEO and understanding what a granular approach is, first I want to talk about our CEO because I haven't yet mentioned enough about him and I feel as if he deserves more than a shout out. Our CEO is brilliant. I think what makes him absolutely brilliant is that he has admitted that he doesn't know everything and has told us he needs our help. It is good to know that he relies on us just as much as we rely on him, we all feel like we have a part to play because he allocates us tasks that suit our role within the simulation, and he trusts us to carry them out. On fb each week he gives us a summary of how well we did in the rollover, what improvements we need to make, and what research each person needs to conduct. Every week he checks up on everyone to make sure they are Ok, he is consistent with his role and never waivers. Even during test weeks (week 6 especially) or periods of great stress for the team, he was always there and he earned our trust over the weeks and he has earned ours. He wasn't over-confident, ignorant or domineering but honest, diplomatic and kind. We, well I couldn't have asked for a better CEO.
I also needed to mention the CEO because his role ties in with the reading, I feel as if subconsciously he does take in a granular approach. He understands that he has to look at every department in detail to find out what the organizations finances are being spent on and if it is necessary to spend that amount of money on that particular aspect. He gets us to research how every aspect of our given department links together, and if we spend less money on something how will this effect something else. It came naturally to us, without the CEO needing to constantly remind us to re-investigate the decisions we made from the previous week and look at what needs to be changed in time for the current rollover. He wanted us to justify the decisions we made and how they link up or effect other departments.
Taking a more granular approach was rewarding in that we knew what we needed to invest in, we understood each other's justifications and could always look back on them if we struggled in making the next move. we had evidence to look back on, and could make smarter decisions by recognizing opportunities for growth (resource reallocation) such as launching a kids bike and taking over that market, or abandoning a product because the market is already taken over by another firm. I am the HR manager and found that I worked well with the operations manager because SCU and workers training and workforce size interrelated greatly from the research I found. We had a big leadership team, the CEO listened to others and yielded his viewpoint if the team didn't agree, he was flexible with meet up sessions and was happy to discuss or post things up on Facebook. Everyone's opinion mattered and if he didn't agree with something he would explain why.
The subconscious invaluable granular approach the CEO took on naturally made our team the success it is today. Reading this article has made me ponder what would have happened to our little firm if we didn't have the CEO we have now.
Baghai, M., Smit, S., & Viguerie, P. (2009). Is your growth strategy flying blind? Harvard Business Review, 87(5), 86---96.