Out with the old and in with the new. It's a term that is commonly used, but when it comes to the management of a company it's easier said than done. The approach we took at Mäd is one that most people push against, but hey, our name does us justice. We’re Mäd!
Things you shouldn't do, but we don't care and do them anyways:
1. Start work late
We don't have a specific time you have to be in the office, we have hired our team in a way that we trust them to work appropriately and to fully complete their tasks at their own pace. We look at the output and not the input because working smart is what we thrive on. Can you get this done? If you can then no one will bother how you reach that outcome or when you work.
2. Set no boundaries on holidays
At Mäd, everyone has a minimum standard of 18 paid leaves every year. These include sick leaves, special leaves, and all other classifications companies usually have. Above that they have UNLIMITED paid leave after probation.
Why you ask? It’s simple. Happy team members are good team members.
Take what you need, come back ready to kick ass. The only mandate is to give ample notice to all your teams – agency, client, external partners – especially for longer leaves. And don’t forget a proper handover.
Also, we let people on holiday stay on holiday unless it’s an emergency.
What is needed for your holiday:
Log in your day(s) off on Google Calendar and “invite” the necessary people so they are aware of the days you are away.
Coordinate schedules with your team so not everyone is away on the same days.
Prepare a handover document and set a meeting to discuss details with the people who’ll cover for you while you’re away. The handover must be completed at least 2 days before leaving so any questions can be addressed while you’re still at work.
Turn your Vacation Responder on in Gmail to inform outsiders that you’ll be unavailable. You can turn that on here: Gmail > Cog Icon > Settings > General
3. Publish everyone's salaries (Internally of course!!)
Mäd is see-through! We keep track of high performers and reward them accordingly. This sparks a discussion at times of what someone should be getting, but this dialogue is healthy and pushes everyone to where they want to be.
We don't want to have an environment where we are not transparent, we want to show our team members that they are paid for their work and responsibilities.
No negotiated salaries or negotiated pay rises at Mäd, everyone in the same role at the same level is paid the same, and salary goes up according to the salary scale as you grow into a new role. So if your managers and team members believe that you are 10% of the way to the next level in the salary scale, you’ll receive a salary adjustment of 10% towards the new level.
The idea is to minimize company politics and ensure that we are rewarding individuals based on performance, not on their ability to pitch themselves and their work to management.
4. Abandon Job Titles
Yes, we still do have a CEO and team leads. However, internally job titles don't mean much. When someone is hired they are encouraged to tell us what they want to work on and what they want their title to be. This encourages the team member to really pursue what they like and are capable of. We don't hire people for their ability in one role, we hire them because they are capable of more than that. We are keen on people who have a broad range of experience or ability (the horizontal roof of the T) and a deep expertise in one field (the vertical leg of the T).
Also, we hire them because they’re Mäd ;)
5. Stop assigning tasks
As most companies grow, the management is geared toward dividing between doers (team members) and thinkers (management). However, it has been continuously shown that this separation is not sustainable at a larger scale. We allow each and every team member to set their own tasks, this puts all the responsibility on them. Many times when a manager sets a task to a team member and it is not delivered on time, no one wins. However, personal task setting allows for that to change and be on a real timeline for each individual.
If you think this is awesome and want to work at Mäd click here