Sep 172015

The Playbook

As Return Path gets older, we are having more and more alums go on to be successful senior executives at other companies – some in our space, some not.  It’s a great thing, and something I’m really proud of.  I was wondering the other day if there’s effectively some kind of “RP Playbook” that these people have taken with them.  Here’s what I learned from asking five of them.

People-related practices are all prominent as part of the Playbook, not surprising for a People First company.  Our Peer Recognition program, which is almost as old as the company and has evolved over time, was on almost everyone’s list.  Open Vacation is also part of the mix, as was a focus on getting Onboarding right so new employees start off on the right foot.  Live 360s were on multiple lists, too, as were Skip-Level 1:1s.

Beyond People-related programs, though, there was general agreement among the five that the mentality of trust in management was something they brought with them in this mythical Playbook.  Specific examples include fostering a culture of idea sharing, having difficult conversations, driving as much self-management as possible, focusing on managing high performers as opposed to spending all our cycles on managing low performers, balancing freedom and flexibility with performance and accountability, and going above and beyond and bending rules for sick employees and their families.

Connections and networking – both internal and external – made the cut as well.  A lot of those, especially external ones, are used to foster benchmarking, best practices sharing, and “leveling up” to help teams and organizations scale by learning from others.

Finally, there were some specific execution-related Playbook items from establishing a vision, to translating it into goals and fostering alignment across the organization, to instituting processes and systems instead of throwing bodies at problems.  One important element of execution cited is the importance of giving new and existing managers the tools to grow as the company grows.

This is hardly an exhaustive Playbook and unscientific in its construction, but I thought the “top of mind” answers from five senior people I respect was an interesting list and probably the beginning of something broader.

Thanks to the following friends for their contributions to this post:  Jack Sinclair, CFO of Stack Overflow; Angela Baldonero, SVP Human Resources for Kimpton Hotels; Tom Bartel, CEO of ThreatWave; Chad Malchow, CRO for Gitlab; and Dennis Malaspina, CRO for Parsley.