Thu 2 Feb 2006
Wednesday and Thursday saw quite a few struggles around this idea, and there’s been a buildup of management tension. The executive team is generally supportive, although putting the concept into practice is where it starts to get tricky. The real sticking point has been around employees, and ensuring they’re being treated fairly and appropriately.
During a discussion this afternoon, a member of the team called it, “my game”. This type of response isn’t to be unexpected - a new idea like this causes a lot of fear and frustration and with so much other - seemingly more important - things to worry about every day, this only elevates and heightens personal attacks. Post meeting I had a one-on-one discussion with this individual and it seemed to clear the air, although the ripple effect continued throughout the day. I wouldn’t say there are factions within the team being created, but there are certainly those in full support, those who think it’s strange but may have some positive value, and others who really believe we can pull this off.
The day did end on a very positive note, as I presented the vision to the entire company, the leadup to which had been the key variable for the tension. We met for an hour and a half mid-afternoon with everyone in the company attending. The first hour of the meeting was about the structure of the company going forward [new vertical groups], four new hires, the first of which is starting on Monday the 7th, time off policies and employee review structures. In the second half hour, we spoke about annual goals, then spent 40 minutes going through a full presentation about the idea of 90 Days.
At this point, I’ve pitched this idea about 10 times, and it feels like I finally seemed to find the rhythm. Maybe it was the tension [which can often help]. Maybe the excitement I can feel when I share an idea I’m totally passionate about. Lots of nods throughout from members of the team at all levels, and some really inspiring questions about how it would work and other details about the implementation. One of my favorite moments was when one staffer suggested we call it BYOB, or “Bring Your Own Butman.”
At the end I asked for the general vibe, and after some long pauses, one member of the team gave two thumbs up. That seemed to do the trick - many more thumbs up followed. I think people were still taking it all in, but as a whole the idea seemed to stick.
More hurdles to come, I’m sure, but feels like we’re really starting on our way.