We clearly have opinions about how much visibility CEO’s should have into their workforce. Most of the CEO’s we talk to want to have full visibility into everything, which is fully understandable given that the CEO is ultimately responsible for the performance of the company. The thinking goes that if they know everything, they can better influence outcomes.

However people aren’t completely rational and despite everybody’s best intentions, most will not be fully candid or raise their hands for help if they suspect their CEO might be reading every word. If we made this change our product will no longer be used for meaningful conversations.

Which is why we focus on the two questions: “Are my people developing?” and “What are my people doing?” While the onus for answering these questions correctly falls on the manger, the CEO deserves to know how those managers are doing.

This was the philosophy behind our new product feature: the Personal Card. Our personal cards come in two flavors, one that highlights how they interact as an individual and another that focuses on their diligence as a manager.

 

The Individual view of the profile card.
The Individual view of the profile card.

 

Individuals must demonstrate one of two traits: results or effort. The profile card highlights results by showing the number of Deliverables completed as well as what those deliverables are, answering both key questions for the executive.¬†Showing Deliverables outside of the direct report to manager relationship is a moderate departure from how we treat the content on a Brief. This is balanced by the accountability public goals bring, along with the ability to keep private tasks off the record. In that end, it’s similar to our sharing feature.

 

The version of the Manager Card that highlights their interactions with their team
The version of the Manager Card that highlights their interactions with their team

 

The manager view shows how much the manager is interacting with the team. Are they sending Briefs and having 1:1’s? Do they interact? Do they assign Deliverables and share content to transfer knowledge? All of these are the behaviors that lead to positive outcomes for teams.

Also with this release, we’ve added a section for favorites. Favoriting in WideAngle is a popular way of saying something is notable. Now both the direct and the manager can see and filter these important conversations through a dedicated screen.

 

A new favorites listing to help you remember the notable conversations.
A new favorites listing to help you remember the notable conversations.

 

These new pages can be found from “Manager Performance” or “Team Overview” screens. This is the first of our planned product features to drive more visibility and accountability throughout the organization. Great organizations create an environment for success and great managers leverage that to execute effectively. Our new features help in identifying when one of the two have fallen off the path.

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