This is a final thought on the multi-part series: Growing eCommerce revenue $0 to $200MM at TripAdvisor
One more thing- It’s a marathon, not a sprint.
I think of grit as the application of effort in overcoming adversity over a long period of time. Sustaining momentum is the organizational version of that - keeping teams oriented and effective through the inevitable periods where the results are not yet visible.
There was a time when, as a product leader, I focused exclusively on the business results and as a consequence held little to no effort toward building culture or team resilience. The results were fine in the short term. The team was not.
The teams that sustain high performance over years are not the ones that push hardest in any given quarter. They are the ones that protect recovery time as aggressively as they protect output.
From there on, I maintained a philosophy of leading through and with people, and I’d like to share three things that helped the team become more effective, and in the end more happy and satisfied with their work than their peers in the company.
Recruit for flexibility, adaptability and a growth mindset. Different stages of the marathon require different team approaches. Some of these can be planned for, but most can not. If the product journey you are going on involves rapid test-driven optimization that pivots product development based on data that shows what’s working and what’s not, it’s ideal to have the people operating in this environment share a similar viewpoint about themselves and their career. Conversely, if you’re leading a team with consistency is key (ie. security), a team that is predictable and risk-averse is a more natural fit.sustaining momentum within product development teams
Vulnerability is a strength. I’ve already talked a little about “getting it right” vs. “being right,” and the importance of ensuring all team member’s points of view are heard and understood. Sometimes a team can still be stuck, despite all the data, ideation, and effort. Be objective and honest with yourself that the current plan is not driving toward the results we want helps reinforce trust from within the team. it can also direct you to to solicit help and new perspectives from other teams or people within or without the organization. A situation like this often is caused by a team being too close to the forest to see the trees. Having fresh eyes view the situation breathes new life into a team’s activities in the same way that fresh legs do in a competitive relay race.
After a prolonged sprint, rest. The business needs results and sometimes that means hard work, long days and nights, and plenty of stress. Plan for “self-healing” activities that get your house in order, provide opportunities to recharge, and keep ahead of tech debt. When a particularly meaningful accomplishment has been reached - take time to get out of the office to let off steam and celebrate. If nothing notable comes to mind - make one up. All work and no play make Jack a dull boy.
Foster team traditions and reinforce them with artifacts. Over time, individual teams will develop their own language, customs, and foibles. This form of individual expression as a team is a welcome sign that the team has come together in a healthy, sustainable way that is rooted in trust, camaraderie, and a sense of shared purpose. As a leader, it’s a great idea to throw gas on this fire with traditions and artifacts that reinforce this team culture. Little things can matter a lot: team mascots, small budget to decorate the team space, being proud to wear the team swag, and sharing light hearted moments throughout the day. Taken individually, these little things aren’t super important. Collectively, they help keep us energized to come to work each day for ourselves and each other. Anyone who knows how to design a great game will tell you that the accumulation of badges and trophies are a great way to incent behaviors- provided those game mechanics reflect real accomplishments and meaningfully important memories. Resist the urge to determine team culture via a tops down approach or it will seem hollow and not take hold. Over time, as a team goes through the fire together, team culture will grow up around you. Learn to recognize and protect it.
Thinking through a long-horizon growth problem?
The marathon framing applies to any marketplace or consumer growth challenge where the compounding happens over years, not sprints. The teams that win are the ones still at full capacity in year three.
