Cadence

How we thrive as a high performance culture

MOS is designed to build and maintain a high performance organisation that punches above its weight, overachieves on its goals, and is somewhere we love to work and are proud to be a part of.

The previous sections have explained what we believe (our Values), how we operate (our Methodology and Roles).

Please be under no illusion: We are ambitious and very hard working; there is no room for slackers at Mindset and with an absolute commitment to transparency and open and honest communication and feedback.

The MOS methodology is designed so there is nowhere to hide for anyone not committed to working hard, doing their best, and achieving what is expected of them. If this statement puts you off then now is the time to stop reading about MOS as you are not a fit for our organisation. As much as it is important that you subscribe to our Values, you need also to subscribe to this core belief.

This section will explain how we know what is expected of us and how we maintain a high performance, result orientated culture.

Core performance beliefs

• Our financial reporting is on a monthly not a quarterly basis - We are committed to find the lead indicators in our business and we therefore shorten our reporting cycles so the time between lead and lag indicator is minimised. We produce a detailed board report every month and we work hard to track all the important lead (and lag) indicators.

• We release our platform (about) every two weeks - We have experimented with a number of different product release cadences, but we believe that a two-weekly cadence is about right for us and for our customers. We will always delay a release if it does not meet the right quality standard. Quality is far more important to us than releasing on time. This is often a source of friction with our customers and we are sorry for that and obviously try to avoid it, but product quality, data security and performance are more important to us than meeting a deadline.

• Success is in the eye of the beholder - Our sales process focuses on trying to deeply understand what our prospects are trying to achieve - what their success measures are and (ideally) what KPIs they are looking to drive in their own businesses. Our Success Team works hard to take this understanding and focus on Proof of Value where it is implicit (articulated in data) that these success criteria are being met. This concept is core to our Organisational Flywheel and Brand Promise.

Practices

• Daily team standup meetings

• Weekly MOS IDS team meetings

• OKRs and metrics per team

• Monthly board reporting

Daily team standup meetings

Not all teams meet every day (some do), but generally each team will meet for a 30 minute standup meeting twice a week. The meetings are focused on progress to weekly goals, learnings and quick problem solving. As well as just checking in with your team.

Weekly MOS IDS team meetings

Teams hold IDS meetings if they choose to. We borrowed IDS from the great book book, Traction by Gino Wickman.

IDS (Identify, Discuss and Solve) is a fantastic way of dealing with problems and blockers head on and solving them. We have a very specific structure for an IDS meeting, which you can read about in our Policies section [here].

OKRs

We have experimented with many forms of goal setting and achievement, and frankly none of them are perfect.

Let's break them down:

Objective - what you are looking to achieve, written in a SMART (Specific, Measurable, Achievable, Realistic & Time based) way.

Key Results - how you are going to measure progress.

Really, they are that simple. Unfortunately, us humans have a horrible way of writing them in the most complex and convoluted ways that they lose all meaning.

We set OKRs on a quarterly basis and use the MOS IDS meetings to discuss issues holding up our achievement of these OKRs.

All our OKRs are kept in Monday.com