Ross Levin
Ross Levin
FINANCIAL LIFE PLANNING
30-minute meeting for all staff members to discuss ideas and issues that are going on in the firm .
• We hold a staff meeting once a month that begins with celebrations of anniversaries and appreciations for things that our co-workers have done for clients or one another . We also describe acts of “ unreasonable hospitality ” that have made clients feel particularly special .
• We have firm-wide quarterly celebrations where , even though people can work from anywhere up to 50 % of the time , everyone gets together for something special .
The more comfortable people are , the more likely they ’ ll be to share ideas .
• We give all staff five paid volunteer days off a year in addition to our firmwide volunteer events as a way to give back and to further appreciate how good we actually have it .
Our firm has had to strike a balance in authority , making sure everyone matters while also allowing a hierarchy . I was originally a huge fan of a flat organization , but we found that we only pretended it was flat , with the false assumption that leadership doesn ’ t have an impact over someone ’ s career . That was ridiculous . So while our organization is not flat , it values broad input . Our employees ’ reviews involve feedback surveys from a number of their co-workers so we can get a more comprehensive sense of how they are doing rather than judging by a smaller set of experiences . We also have “ 360 reviews ,” where we are assessed by those who fall below us on the organizational chart .
We walk around . “ Open-door management ” is sort of a crock . It implies that someone with power invites staff to stop by . Maybe the staffer quietly knocks on the door , comes in and sits in a chair facing their manager ’ s desk . But the power equation still exists .
We have found a better strategy , which is to regularly walk around the office and check in with people about their lives as well as their work . Reciprocity in a relationship is a great equalizer . The more comfortable people are , the more likely they ’ ll be to share ideas . We set up an outdoor area at our offices that makes it easier for people to congregate . We added pickleball courts and a firepit . Our hope is that our staffers enjoy continuous engagement with one another . While the talk may be about what is going on this weekend , it may also be about how to think about a specific issue .
We are open , but not transparent . I hate when people say they are transparent . We all keep some piece of ourselves to ourselves . I would call Accredited Investors an open organization , but not transparent . There are confidential things that should stay confidential . There are things in the discussion phase we don ’ t share . But at the same time , we have to be careful about keeping secrets when things directly affect the firm or an individual .
Secrets can destroy culture . So we share with the staff our priorities for the year and each month let them know if we are on or off track with them . It can be a challenge , for example , to let people know that we are off track for full profit sharing , but since they are directly affected by this news , that ’ s the kind of secret we don ’ t want to keep . On the other hand , we don ’ t share whether someone is on a performance improvement plan . In any case , we can create justifications for what or what not to share , but leaning toward sharing improves inclusivity .
We try to be curious , rather than judgmental . Many of us in the firm are big readers and enjoy a variety of podcasts . As you can imagine , with 60 people in the organization , there are a number of opinions and views . I attempt to be curious rather than judgmental when people describe things they are reading or listening to . People in the firm tend to know my politics , but I have had very thoughtful discussions with those who believe different things than I do , and that ’ s helped me become less convinced of certain beliefs . I actually try to hear what they are saying rather than quickly try to correct “ flawed ” thinking . This is not easy , and I wish I were better at it , but at least I think people aren ’ t feeling judged . The chances of things bubbling up improve if different ideas have a place to be shared .
It is hard to know when those new ideas may indeed bubble up , and you want to create as many opportunities as possible for them . At its worst , top-down leadership may lead to fear , while bottom-up thinking may lead to a lack of coherence . But if things bubble up instead , you can incorporate the best of both approaches : Ideas can come from anyone in the organization , and be administered effectively and strategically by your firm ’ s management .
ROSS LEVIN is co-founder of Accredited Investors Wealth Management in Edina , Minn .
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