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Matthew May
CPA, President at Acuity, CEO at VERIFYiQ
Matthew May is a professional in the special operations strategy field, particularly known for his Lean ScaleUp program at Insight Partners. He aids companies in the Insight Partners portfolio in creating value and gaining competitive advantages by overcoming scaling obstacles.
With extensive experience and expertise, Matthew collaborates with senior leaders and their teams to develop winning strategies, enhance customer experiences, foster rapid innovation, and optimize critical processes through engaging facilitation methods, business frameworks, and proprietary tools.
He is an accomplished author with his upcoming sixth book, 'WHAT A UNICORN KNOWS: How Leading Entrepreneurs Use Lean Principles to Drive Profitable Growth,' co-authored with Pablo Dominguez, scheduled for release in early 2023 by Matt Holt Books/BenBella Books.
Matthew May holds an MBA in Marketing and Organization Design from The Wharton School, along with a B.A. in Social & Behavioral Science from The Johns Hopkins University. His rich professional background includes roles at Stratechia LLC, Edmunds, Pepperdine Graziadio School of Business and Management, Toyota Motor Sales & Marketing Corp, J.D. Power, and Maritz.
Highlights
This is the third and final installment on the principle of esprit de corps. In our last episode (link in first comment), we left off with the question of resolving inevitable conflict between the three components of trust: Competence, Caring, Consistency.
Sure, focusing on 2 of the 3 is an approach, but it’s no more elegant than focusing on 2 of the 3 “iron triangle” elements — quality, cost, speed. We all know the cliche. (And I love nothing more than showing how you can have all three if you “think lean.”)
The way to ensure that trust remains strong is to focus on the collective factor: people/culture fit. It’s a parallel concept to product/market fit. Product/ market fit is the degree to which a product satisfies a strong market demand. People/culture fit is the degree to which an employee syncs with the core values and collective behaviors of a company.
Let’s parse the terms.
Fit is all about context and the conditions for success. When context is properly set, people know how to behave without being knocked on the head. You don’t need a sign in your living room that says ‘no spitting on the floor.’
Culture is the umbrella term for the visible demonstration of underlying tenets, philosophies, values, beliefs, and norms. Of all the building blocks to culture, shared core values are perhaps the most important. Core values define how people should treat others. As one CEO told me, “Everyone understands where we want to go; now if I could just get them to understand how I expect them to behave along the way.”
A common mistake I see is in the way many companies develop corporate core values: they focus on producing some sort of formal doctrine, when the focus should be discovering what truly matters most. The secret is to work from the individual to the collective, because core values are best discovered, not designed.
The attached article offers a simple 5-step process I’ve used successfully many times.
#culture #espritdecorps #teamwork #corevalues
While startups struggle to find product/market fit and scale-ups wrestle with go-to-market fit, grownups often find the biggest challenge to be something more intangible: people/culture fit.
People/culture fit is the collective component needed to establish a culture of esprit de corps — the “E” in the S.C.A.L.E. model at the heart of my book, What A Unicorn Knows.
French for “team spirit,” esprit de corps as a formal business concept dates back to a list of fourteen management principles put forth by Henri Fayol in his 1949 book, General and Industrial Management. Military historians are quick to point out, however, that esprit de corps as a unifying concept in the armed forces predates the business context, going as far back as the late 1800s. Indeed, most people associate esprit de corps with military (and paramilitary) organizations, most of which define esprit de corps quite simply as “devotion and enthusiasm among members of a group for one another.”
The principle has been studied more in that context than in any other, with research focusing on the transformation of diverse individuals into a cohesive unit capable of accomplishing a mission under threat of extreme danger.
Given the public perception of military groups as hardened, rough-and-ready bands of brothers with a “mission first” focus, it is at least somewhat curious that a rather intangible and emotional quality such as harmony would figure so centrally. But a peek at how esprit de corps is institutionalized reveals a different story.
To begin with, “mission first” is only half the story. The full phrase used by several branches of the military is “mission first, people always.” Second, the manner in which esprit de corps is both taught and developed in military leadership training is in reality the inverse: people first, mission always.
Instilling esprit de corps begins by establishing a trusting connection at the individual level first. Focus then turns to the collective team effort toward a common mission. Former military personnel now in business leadership roles build team unity in the very same way, as revealed in this interview with Dan Page, recipient of the U.S. Army Meritorious Service Medal and currently VP of Revenue Acceleration & Operations for Recorded Future.
#Leadership #Culture #Trust #Teamwork
