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Results-Only Work Environment (ROWE)

Results-Only Work Environment (ROWE)
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RIP FedEx Day, Meet [Your idea here] Day Umm, so what's a ShipIt? Anything can be a ShipIt. We see everything from practical to inspiring, simple to insane, technical to non-technical. JIRA Service Desk Andreas, Nick, Mike, Ross, and Scott spent 24 hours hacking together a simpler portal to create JIRA issues. Better bulbs Luke and Jeffy replaced all the hot, energy ineffecient light bulbs in the "phone booth" rooms. Extermination "I hate you IE8, I hate you IE8, I hate you IE8… Oh. DIY video studio Mark, Sam, & Jamey wanted more videos in our blogs & pages. Faster JIRA "Dear Jonathon and Matt, thanks for making my pages load faster. Black ops Ricky, Sonia, and Manesh made something so cool we can't even tell you about it yet. Better brew Jonathon makes awesome homebrew and wants to share it. Infinite quarters Ever dream of having an infinite stack of quarters at the arcade?

Nintendo Asks Atlassian for Some Innovation Help By Sarah Lacy On March 20, 2012 For an enterprise software company Atlassian does some, let’s say, unconventional things. The first time I met Atlassian President Jay Simons he was wearing full drag. Slightly less strange is a tradition called “FedEx days.” One of them lead to a product called Bonfire; which generates more than $1 million a year in annual revenues for Atlassian. Plenty of companies offer bonuses if an engineer comes up with something cool, but Atlassian’s founders believed that impressing your colleagues and challenging yourself is a bigger motivator than a cash prize. It has worked so well that Dan Pink wrote it up in his book Drive, and that prompted some other companies to do their own FedEx days. When I met with Simons a few weeks ago, he was telling me about this. Because I’m nice, I agreed not to write about it until they were ready to announce, which they are tomorrow. It’s clearly a brand win for Atlassian, given the company makes software for developer teams.

What it takes to do new things at work, overnight By Polly LaBarre, contributor (TheMIX) -- What leader today doesn't want more innovation? Yet, producing more (of anything) inside an organization generally leads to more process, which smothers individual creativity and all-too-often kills organizational innovation. Innovation isn't about structuring a process to lead to an outcome so much as it's about creating space -- both elbow room, the space to roam free of bureaucratic rules and red tape, and head room, the freedom to see differently, think wildly, and aim higher. The leaders who generate more creative energy and innovation are always wrestling with the question: How do we design in more slack? Those questions are the beating heart of nine-year-old Australian enterprise software company Atlassian. Atlassian is constantly inventing and refining practices to unleash its people. The two pillars of the practice address that tension between opening up space to explore and driving to produce. Open up space Create just enough structure

Atlassian's Big Experiment with Performance Reviews 1. Rip apart the traditional performance review We've replaced the traditional performance review structure with a more lightweight, continuous model. 2. Stop paying individual performance bonuses Instead, we gave everyone a salary bump. 3. The thing with our traditional review was that, despite good intentions, it focused mainly on two sections: the manager rating and the employee's weaknesses. All sections should receive equal attention. 3. We think it's important not to shy away from giving honest performance feedback. - No 'exact rating' We prefer people not to concentrate on the exact rating definitions, but rather on having a good and honest conversation on how they have gone in the past 6 months. - Two Axis In addition to an evaluation of performance/achievements, we've added the scale on 'how often you have stretched yourself'.

Ratings Are Out It's almost impossible to talk meaningfully about someone's performance as a whole ("Nicola, I thought you did great last year"). So instead most performance conversations are broken down into chunks & at CSB we call these chunks factors. For example a factor might be a hard performance metric, like sales, or a softer behavior, like teamwork. People typically get a rating on each factor, and there are a million different types of rating scales, which many smart people have put lots of effort into designing. But for the purposes of this coaching idea the actual rating scale is, er... kind of irrelevant. Imagine you have a rating scale from 1 to 10 (like I said it really doesn't matter), you're dealing with a factor of teamwork, and your employee Nicola has rated herself a 5. The best way to get to the absolute core of understanding how Nicola views her contribution to teamwork is not to ask her to explain why she is a 5. Why? Why is this a cool question?

It's the Culture, Stupid! How Atlassian maintains an open Information Culture. @VC Arun, I hope I can answer some of your questions... First and foremost, how does a company deal with the challenge of having an "open" culture, with transparency of (sensitive) information, and employees who leave the company at various stages? The tone of your question suggests you come from a culture where the default is "closed" information. Our preference is to encourage information to be "open" unless there is a specific reason otherwise. Firstly, no company can fully control sensitive information. Secondly, we don't have much "sensitive" information. How does this open culture scale with the company? The fact that it's part of the culture is what makes it scale! A person who joins the company has to stay for a certain period before they are let into the "inner circle" with complete openness; somewhat of a loyalty test. This is the complete opposite of our culture. Try thinking of it this way...

Top 10 Steps to Successful Goals 14 Aug 2010 "There is no such thing as a wish without the power to make it come true. You may have to work for it, however." Richard Bach. 1. Successful Goals are Clear "In the absence of clearly defined goals, we become strangely loyal to performing daily acts of trivia" - Author Unknown. 2. No matter how strong your memory, it's still not as strong as the weakest link. 3. We need goals that excite us about the outcome we desire and the process of getting there. 4. Taking immediate action helps build excitement and momentum. 5. You need an action plan, a map. 6. When do you want it? 7. Committing your goals into writing holds you accountable to yourself. 8. Richard Bach, author of Jonathan Livingston Seagull, said "There is no such thing as a wish without the power to make it come true. 9. You want to be Consistent, Persistent and Resistant. 10. No matter how small or how big the goal, celebrate when you are successful. Article Categories

This Is What It Looks Like When You Realize How Toxic Your Job Is and You Do Something About It | Adrian Hoppel Websites Deciding to Offer Web Design in a Gift Economy Changed My Life. Here’s How. Last weekend, someone who is very important to me wrote something kind about me on Facebook, and since then many people have tried to get in touch with me. Like, a lot of people. From everywhere. The person was author and speaker Charles Eisenstein, and the kind words he wrote about me had to do with the website I designed for him. Here is what Charles wrote: The fact that people have reached out to me from around the world, seeking help with their website projects, simply because of these words, is a great example of not only the power of social media, but the magic of working in a Gift Economy. Let Me Explain. I’ve built websites for people for about 13 years now, the first 11 of which were done in the typical “here is my quote, I need this amount in deposit, and at the end, here is my bill” type of model. I don’t know…what did YOU expect? I always expected something different. So, How Do You Do It? I Was Very Wrong.

The Origin of the 8-Hour Work Day and Why We Should Rethink It 9.3K Flares Filament.io 9.3K Flares × One of the most unchanged elements of our life today is our optimal work time or how long we should work – generally, every person I’ve spoken to quotes me something close to 8 hours a day. And data seems to confirm that: The average American works 8.8 hours every day. At least, those are the official statistics from the Bureau of Labor Statistics: And yet, for most of us it is obvious that knowing how long the average person works every day has little to do with how efficient or productive that pattern is. With success stories from people working 4 hours a week, to 16 hours a day, it’s hard to know if there is an optimal amount. Why do we have 8 hour work days in the first place? Let’s start out with what we have right now. In the late 18th century, when companies started to maximize the output of their factories, getting to running them 24/7 was key. So there we have it. Manage energy not time: How long we work isn’t important & the Ultradian Rhythm

How to Do What You Love January 2006 To do something well you have to like it. That idea is not exactly novel. We've got it down to four words: "Do what you love." But it's not enough just to tell people that. Doing what you love is complicated. The very idea is foreign to what most of us learn as kids. And it did not seem to be an accident. The world then was divided into two groups, grownups and kids. Teachers in particular all seemed to believe implicitly that work was not fun. I'm not saying we should let little kids do whatever they want. Once, when I was about 9 or 10, my father told me I could be whatever I wanted when I grew up, so long as I enjoyed it. Jobs By high school, the prospect of an actual job was on the horizon. The main reason they all acted as if they enjoyed their work was presumably the upper-middle class convention that you're supposed to. Why is it conventional to pretend to like what you do? What a recipe for alienation. The most dangerous liars can be the kids' own parents. Bounds Notes

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