Exerpts from an interview with Terri.
Values drive success. To be innovative, you have to create an environment of collaboration.
The power of small teams comes from DuPont’s practice of problem solving. Gore settled in on the idea as the basis for the entire Gore corporation.
New employees are acclimated to peer-based organization. Everyone understands that their job is to make everyone else successful. That’s a critical shift. People own their own outcome, but also are encouraged to care about the overall outcome.
On demand hierarchy is a concept that belies the false notion that the person at the top is the one with all the knowledge. Because we understand that the person with the solution may not always be the one at the “top,” different people are encouraged to step into leadership as the opportunity aries.
Lattice concept opposes the ladder concept. We all connect. There are dozens of contact points as opposed to the connection to the leader. The organization becomes self-policing.
Leadership plays a different role. They haven’t just arrived with answers on tap. Leaders operate based on influence. Leaders leave the ownership with the employee, but attempts to shift energy to the broader organization through that employee.
Honestly, alignment never occurs. It never gets into a nice neat package. But there is a common values package that is, and must be universal to the company. Belief in the individual: Everyone can make a contribution with the right opportunity and tools.
Teams are vital: Powerful individuals are more powerful when they work together.
We’re all in the same boat. If one succeeds, all succeeds.
The last value is the Long Term View. Our success is not financially driven alone. How healthy is the work-environment? Are we driving innovation?
Leaders and individuals do a lot of convincing. Influence and innovation bubble up. The natural process of choosing is a direct result of trust between individuals.
Criteria are not always detailed. Individuals use their creativity in conjunction with the values to accomplish set goals.
Diminishing returns when the organization grows beyond 200. (Myth of the 200 Member Barrier, anyone?)
To protect culture, we make sure that folks are screen in hiring. The culture comes alive through their beliefs, their values. Behavioral interviewing is used because we believe that the culture is vital. We also make the culture visible everyday.
The waterline principle came out of Bill Gore’s hatred of policies and manuals. If we’re all in the same boat, don’t drill below the waterline. So we put that culture out there, asking to tap into the wisdom of the associates to create an environment where associates ask, “Am I drilling a hole below the waterline?” Don’t hurt reputation. Don’t hurt financial success. Don’t break what you don’t understand. Ask someone who does know. That means you have to build the broader network to get that done.
Leadership is defined by followership. Who is everyone following? Who has good ideas and good chemistry? Leaders understand that they are earning their right to lead everyday. The contribution process easily outlines those who are providing leadership. They exhibit unique strengths and make good decisions. That results in their leadership being recognized.
The job for the CEO is to stay out of the way! The real job is to nurture the culture, adapting and changing to the environment. Stay true to the values, but stay relevant. MANAGE THAT TENSION!
Look for areas of improvement! Spend more time with leaders!!
Do I view myself as a leader? At Gore Inc., 50% said YES! And most feel like that they are making a difference.
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