How can you take a team of infighting execs, each with their own goals and turn them into a disciplined team with a single shared purpose? As you evolve, priorities may change, but the need to keep your team focused on the big goal (singular) of your org is a constant challenge for founders and professional leaders alike. In this talk, Bruce will share the core principles you need to understand your stakeholders, negotiate priorities, set and manage the metrics that will drive your teams forward together in pursuit of the strategy you have set for the business. https://businessofsoftware.org/talks/bruce-mccarthy-aligning-your-executive-team/

1. Aligning
Executive
Teams
THE NO-NO CASE STUDY

2. The Team
A B O U T U S

3. B2B SaaS
Disruptor
Case Study: 2021

4. B2B SaaS
Disruptor
~250 employees
40% growth
Case Study: 2021

5. B2B SaaS
Disruptor
~250 employees
40% growth
Seasoned execs
Split Europe-US
Case Study: 2021

6. B2B SaaS
Disruptor
~250 employees
40% growth
Seasoned execs
Split Europe-US
New CTO asked to
reenergize
engineering
Case Study: 2021

7. B2B SaaS
Disruptor
~250 employees
40% growth
Seasoned execs
Split Europe-US
New CTO asked to
reenergize
engineering
Asked for help
implementing
OKRs
Case Study: 2021

8. B2B SaaS
Disruptor
~250 employees
40% growth
Seasoned execs
Split Europe-US
New CTO asked to
reenergize
engineering
Asked for help
implementing
OKRs
Collegial
workshop
OKRs rolled out
Case Study: 2021

9. “No-no”

10. MISSED Q
OUTAGES
CHATTER
BLAME DISENGAGED
OKRs 28%

11. LAYOFFS
FLAT
UNHAPPY
CUSTOMERS
OUTAGES DOUBT
EXEC
CHANGES

12. STABLE TEAM
ON PLAN
LOYAL
CUSTOMERS
SYSTEM
STABILITY
COLLABORATING
NEW CTO, CPO

13. What
changed?

14. FLOAT
FOCUS LEAD OWN ALIGN TEAM

15. FLOAT
FOCUS
Putting your effort toward one or a few
overriding objectives

16. 8 execs, 7 OKRs OUTAGES
4 OKRs 37%
3 OKRs 42%
1 OKR 67%
Slow start
28% success

17. Tool

18. Objectives and Key Results
WHAT YOU WANT TO
ACCOMPLISH
HOW YOU WILL KNOW
YOU’VE SUCCEEDED

19. FLOAT
Listening to all sides and then making
& enacting decisions
LEAD

20. Make everyone happy DECIDER
Uptime
Time to recovery
Communication
OKRs for every dept
No prioritization

21. Tool

22. PARTICIPATIVE
One person decides but actively seeks
input from stakeholders. Everyone is
expected to debate and then commit.
DIRECTIVE
A few people decide and inform
others. Everyone is expected to
get on board.
Decision styles
CONSENSUS
Everyone must agree before a
decision is final. Often there is
extensive discussion and debate.
DEMOCRATIC
The group gathers information and
then votes. Everyone is expected
to accept the majority decision.

23. Bain & Company Survey Conclusions
● >50% of top performers rely on participative style
● Employee engagement is significantly higher in companies with
a participative style
● Employees of participative companies are 3x likelier to
recommend their organization as a place to work
● A participative style often improves speed and quality of
decisions

24. FLOAT
Being accountable for outcomes
regardless of circumstances
OWN

25. Directors responsible OWNERSHIP
Identified blockers
Made things happen
Weren’t sure why
Little influence

26. Tool

28. FLOAT
Committing even when you don’t
all agree
ALIGN

29. Departmental goals CUSTOMERS
Increase customer
confidence
Increase ACV
Increase billable hours
Reduce downtime

30. Tool

31. Lean Canvas Project Name
01-Jan-2020
Iteration #x
Cost Structure
Customer Acquisition costs
Distribution costs
Hosting
People, etc.
Revenue Streams
Revenue Model
Lifetime Value
Revenue
Gross Margin
Problem
Top 3 problems
Solution
Top 3 features
Key Metrics
Key activities you
measure
Unique Value
Proposition
Single, clear,
compelling message
that states why you are
different and worth
paying attention
Unfair Advantage
Can’t be easily copied
or bought
Channels
Path to customers
Customer
Segments
Target customers
PRODUCT MARKET
Existing Alternative Early Adopters

32. FLOAT
Helping & challenging each other even
when it’s not your job
TEAM

33. Short-lived alignment CHALLENGE
CEO demanded they
come together
Collaborative together
Judgemental apart

34. Tool

35. UNDERSTANDING
We will seek first to understand and then be
understood
by actively listening and demonstrating
genuine curiosity about one another's
perspectives,
thereby enriching our knowledge and
fostering more effective communication.
TEAM ONE OPERATION PRINCIPLES

36. STABLE TEAM
ON PLAN
LOYAL
CUSTOMERS
SYSTEM
STABILITY
COLLABORATING
NEW CTO, CPO

37. “A success story of aligning on what really
matters and working together”
CPO

38. FLOAT
FOCUS LEAD OWN ALIGN TEAM

39. [TOOLS FOR ALIGNMENT]
What teams use for teamwork
OKRs drive
focus, reveal
misalignment
Participative
decision making
Review OKRs
every 2 weeks
Work on the
business from
the customer in
Team One
Operating
Principles

40. Pre-order Now
Amazon ships in May

41. Your
feedback?
5 short questions

42. Next Event
TBA

43. OPPORTUNITIES on productculture.com
BECAUSE YOU’RE SPECIAL
Private peer group for top
leaders in product
Focus on member
challenges
Online support community
APPLY NOW
CPO FORUM
11 modules
29 topics
Roadmap and ROI
Scorecard templates
Online support community
25% OFF $599
Code “RoadmapJustifyMasterclass”
ROADMAPS
MASTERCLASS
Early access to draft
chapters & frameworks
Monthly group coaching
Contribute your stories
Online support community
50% OFF $9/mo
Code “RoadmapJustifyBookClub”
STAKEHOLDER MGMT
BOOK CLUB

44. Questions?