When building a company, prioritization is important, and too often leaders miss the mark.
Summary List PlacementWhile technology has been integral to working remotely during the COVID-19 pandemic, building relationships among employees has been even more important to a successful work-from-home model, human resources executives from Dell and Slack said during an Insider event.
At Wednesday’s “Workplace Evolution,” hosted by Insider, Najuma Atkinson, the senior vice president of human resources at Dell, and Dawn Sharifan, the vice president of people at Slack, shared how they’ve continued to work with and onboard employees during the pandemic.
In the session, titled “The Big Shift of 2020,” Atkinson and Sharifan said when their companies went fully remote last year, they had to weigh how to keep employees feeling supported, how to help managers lead a remote workforce, and how to build culture and community.
“Yes we use Slack; yes we use Zoom.” Sharifan said. “But I think really continuing to build that community is the most important thing regardless of what technology you use.”
Atkinson added that, “While technology is our enabler, the other key factor is about the culture.”
Working remotely has opened up opportunities for companies to hire new employees wherever they are, instead of location being a major factor, they said. Work is no longer tied to where we are physically, Atkinson said. “Everyone has a seat at this virtual table now. Because we are remote, you have more access versus less access to senior leaders and to opportunities that you may not have had,” Atkinson added.
People no longer have to leave their communities and homes to come work for a new company, she said. As for Dell, the company is using the remote opportunity to hire under-represented populations, such as women and minorities. The company has even launched a new effort to hire people on the autism spectrum to add to the talent pool.
The playing field has been leveled for everyone, Sharifan said. One of Slack’s first moves amid the pandemic was to make all current and open positions remote. The company hired several hundred people during the pandemic who have never been into the office.
With most people working from home, companies have been forced to think about the actual deliverables and skills needed for a job, as opposed to the amount of time spent in the office, Sharifan said.
“It’s less about butt and feet time,” she said. “You’re allowing more space for the moms and dads of the world that also need to be with their kids and don’t need to be seen in the office until 6 or 7 pm at night.”
Making sure employees have the ability to take care of themselves while working has also been key to success during the pandemic, the panelists said.
“Put on your own oxygen mask and take care of yourself,” Sharifan said. “It’s more important than ever for us to be thinking of the entire employee.”Join the conversation about this story »
There are certain characteristics that should be at the core of any successful business. For instance, every business should have a great product or service, awesome employees to keep the internal engine running, and loyal customers who support through purchases and advocacy.
Summary List PlacementAmazon’s 14 leadership principles, developed by founder and CEO Jeff Bezos, guide the company every day, on areas ranging from job interviews to new project ideas.
Bezos is now stepping down as CEO, and will be replaced by AWS CEO Andy Jassy in the third quarter. In a memo to Amazon staff Tuesday, Jassy reflected on what he’s learned from Bezos over the past 24 years — and many of those things are reflected in Amazon’s leadership principles.
These include customer obsession, the importance of inventing and curiosity, and the value of high standards, Jassy said.
Jassy could be under pressure to add a new principle to the mix, too. Last year, a group of employees organized an internal petition to get “inclusion” added to the company’s official leadership principles after sharing their own accounts of workplace discrimination, including racism and sexism.
These are the current 14 principles, and what Amazon has to say about them.
Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers.
Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job.”
Read more: We compared the leadership philosophies of Amazon CEO Jeff Bezos and Microsoft CEO Satya Nadella and it shows the major differences between the two companies
Invent and Simplify
Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” Because we do new things, we accept that we may be misunderstood for long periods of time.
Are Right, A Lot
Leaders are right a lot. They have strong judgement and good instincts. They seek diverse perspectives and work to disconfirm their beliefs.
Learn and Be Curious
Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them.
Hire and Develop the Best
Leaders raise the performance bar with every hire and promotion. They recognise people with exceptional talent and willingly move them throughout the organisation. Leaders develop leaders and are serious about their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice.
Insist on the Highest Standards
Leaders have relentlessly high standards — many people may think these standards are unreasonably high. Leaders are continually raising the bar and driving their teams to deliver high quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.
Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.
Bias for Action
Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.
Accomplish more with less. Constraints breed resourcefulness, self-sufficiency and invention. There are no extra points for growing headcount, budget size, or fixed expense.
Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odour smells of perfume. They benchmark themselves and their teams against the best.
Leaders operate at all levels, stay connected to the details, audit frequently, and are sceptical when metrics and anecdote differ. No task is beneath them.
Have Backbone; Disagree and Commit
Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.
Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never compromise.SEE ALSO: How to use the ‘CAR’ method to nail Amazon’s behavioral interview questions, according to a former senior recruiter
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