Gupy · 2022 to 2024 · Leadership
A 10 in leadership
I took over a team worn out by constant leadership changes.
Challenge
Rebuild trust and performance at the same time.
What I did
- I really listened: 1:1s, an anonymous form and the climate survey
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I ran Moving Motivators with each person: what inspired them, the areas where they felt mastery and what they hoped for the future, aligned with what the company neededSee the exercise
- Curiosity
- Honor
- Acceptance
- Mastery
- Power
- Freedom
- Relatedness
- Order
- Goal
- Status
In the conversation with each person
- What inspires you most at work?
- Which areas do you feel you've already mastered?
- What do you hope for in the future, and how does it connect with what the company needs?
Each person ranks the 10 cards, from what motivates them most to least. Illustrative order. About the practice ↗
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I invested in the team: besides my postgraduate degree in Organizational Psychology, I took an IDP course and built a development spreadsheet for each personSee the spreadsheet
Interactive spreadsheetbrowsing the tabs on its own · click a tab or an item to explore
Block questionWhat is our department's purpose? What wouldn't be getting done if it didn't exist?
Professional
Personal
WinAchievementDefeatLossAchievement- Start of career
- 2018 – 2019
- 2020 – 2021
- 2022 – 2023
- 2024 – 2025
- 2027+
Illustrative labels
Statement 1 of 40
“I dream of being so good at what I do that my expert knowledge is constantly sought after.”
The person's 3 most important statements get +4 points.
The anchorGeneral management: Wants to integrate other people's efforts and answer for bigger results.
Illustrative result
We're protagonists
Spots problems early and brings the solution to the right people, at the right time.
Self-assessment3.5Leadership4Peers4Direct reports4.5Scale from 1 to 5: 1 needs urgent action · 2 medium-term action · 3 average, good performance · 4 exceeds, with a few points · 5 role model
Illustrative scores
Example: an item from my own IDP
- What
- Be a leader who talks more about data
- Why
- To bring nurturing results into calibrations and conversations with leadership
- Obstacle and plan B
- Many projects in parallel. Plan B: start with small adjustments with the people who were already close
- Short termReview the SLAs with the teamIn progress
- Medium termCreate the tracking reportsDone
- Long termBring the data view into the team's retrospectivesDone
70% on the job20% feedback and mentoring10% coursesRequest G U T Score Run 6 email experiments 4 5 5 100 Nurturing flow for a new portfolio 5 4 4 80 Adjustments to the abandonment flow 3 3 4 36 Gravity × urgency × tendency, from 1 to 5 each. And a decision matrix that weighs the pros and cons of two paths.
The first conversation: what the department expects and what the person wants to deliver, in 8 blocks taken to the 1:1. Click a block to see the question.
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I created Nutri of the Month: a card that linked what each person delivered to the company's valuesSee a card
Nutri highlight · Q1/24
Team member
anonymous here; on the slide, name and photo
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Led initiatives focused on solving problems
Took the lead on prioritizing the nurturing flows and prepared training so the team could configure them on their own.
We're protagonists
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Delivered with care, without losing the sense of urgency
Delivered the chatbot and WhatsApp plan beyond expectations, with market benchmarks and UX best practices.
We light up
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Became the team's data reference
Gathered the numbers for each front to show impact and decide where to act first.
We're people who get things done
Engagement
“It's amazing when your team recognizes what you do.”
the highlighted person, when sharing the card on LinkedIn · 31 reactions
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Result
- 10leadership score, from 9.2 to 10, answered by 5 direct reports (2024)
- >100%of the target reached by the team, two months in a row (2024)
In other reviews
- 0%“needs improvement” in the 360º from direct reports (2023)
- 3.65Top Talent rating in my 360º review (2.2022)
Images
