Observe, Immerse, Dictate

Choose Your Own Adventure

Apr 04, 2024

Reflecting back on a recruitment process I was part of and sometimes if you get far enough in and it’s for a leadership position, you will likely get asked what your first 90 day plan is once you start.

In this example, I remember this was part of a case assignment where I needed to show some past project examples of relevance, but also what I would “plan to do” in my first three months on the job.

I believe in the power of observation and so do many others. There are consulting firms and agencies that provide exactly that and the insights garnered from the activity - whether it be your internal systems and processes and how people behave, or something to do with your customer, market and product.

So in this job interview, I kicked off my 90 day plan with a period of observation.

Then what followed was a chance to immerse myself in the context, culture and team through participating in existing systems and processes. Then in the third month, I would have the playbook ready and it would be bespoke, tailored exactly to the unique context and culture of the organization and its business.

I did not get the job.

There’s a passage from the Frank Slootman episode on Invest Like The Best I would like to share.

Patrick: I love taking some of your principles to their natural extension or conclusion. And in this case, you might say you make that decision literally on day one. That would sound crazy extreme, but how extreme are we talking? Is this a matter of weeks that you think these decisions can be made? Like what is the upper limit of this pace to decide who no longer belongs in the situation?
Frank: In the case of the most recent company, which is Snowflake, I was talking to the board for a relatively short period of time, but I already said, you need to buy into this. Here's what's going to happen. In other words, the decisions were made prior to day one even. Because I wasn't going to go one of those scenarios where now I got to go make my case to the board while I'm making all these changes. No, I did that real early before I stepped through the door. So things were rocking and rolling from the beginning, which is unsettling to the organization. I get it, but it's always unsettling. You're better off ripping the band-aid off and moving and create clarity sooner rather than letting things percolate and people just staring at each other, like what's the next shoe and the next shoe to drop. You don't want that. You want to get through it as fast as you can what we wanted to do and what we were going to do and we're moving on. It doesn't mean that there's not change that's coming later on. You can talk to the people at Snowflake. There have not been any changes after those first 90 days or so. So in other words, I'm almost in three years now. Everything happens in the first 90 days.

Here’s the playbook. You know it in advance. Something, that creates certainty and comfort and vision for success and change. And perhaps some disturbance too.

Now of course you have to deliver on that playbook.

Or else, it’s on-to-the-next CEO.

So, what am I left thinking about?

This mix of...

Observe <> Immerse <> Dicate

Ask yourself, this audience you have (the people hiring you, or those you are pitching your business to etc) do they want you to drive of a collaborative process (either adventurously or with hesitation) or are they looking for you to confidently deliver a playbook from the outset?

Back to that interview above, how would I approach it differently next time?

There are merits to both approaches (playbook vs shared discovery), but ultimately we make the choice in the context that’s in front of us that we feel yields the best chance at success.

Looking back at what I actually proposed above, it’s pretty good!

That said, I’d definitely tune in more closely to their needs and wants, not just the outcome, but how we get there.

Bring Your Friend To Work Day

When I was teenager, my parents both worked for Nortel. As part of participating in the province wide initiative, they hosted a pretty memorable “Bring Your Kid To Work Day”.

There was a large collective town hall experience and then break-out workshops where we got to practice some things. An early exposure to professional development if you will and learn about pathways inside a large technology organization.

I know these types of initiative still exist, but today I am thinking about, not bringing your child, but a friend! Ha!

Who in your life would be fun to bring into your team or department to either just observe and playback what they see?

Or someone to mix and mingle and stir the pot and create a bit of positive craziness?

I think there’s something there, whether they are employed (maybe you can do a home/away exchange), or they could be an independent consultant or job seeker.

One thing here I think is important, is for it to be outcome free (beside bringing vibes) and from a place of positive intention.

More in the ‘observe’ and ‘immerse’ side of things, then let’s try and figure out what’s broken.

More Isn’t Always Better

I came across a piece of marketing from a recruitment agency that I feel has a pretty niche position. They were driving interest to their newsletter and celebrated in the copy that I or you would be joining 10,000 readers.

Not sure it was the signal they were hoping for.

People want a great new job.

Not to be part of talent pool of 10,000.