By Fiorenzo Conte, CEO Moko Home+Living
Hack: Start your case by laying out its flaws.
Let’s start by defining the flaw with the example from my last post: you want to make a case for spending more time chatting with each customer. Starting with the flaws means mapping the top three things that could wrong:
By Fiorenzo Conte, CEO Moko Home+Living
I recently read some research that backs up some of the culture principles we, as a company, want to follow. The one that I wanted to share today is that bosses that are accommodating and too supportive are less effective in their teams’ growth than bosses that are disagreeable.
Let’s take an example: you are on the customer care team and you think your company should spend as much time as possible talking with each customer whenever you get the chance. …
Neema Kanyua, Moko’s Head of Growth talks about how Moko has managed to grow as a fast-paced e-commerce company…
When Moko started out, we managed every aspect of our deliveries. We owned and maintained the vehicles then hired and trained a driver and delivery assistant for each vehicle. But soon, this system turned into a logistics nightmare when the demand for our products exceeded our delivery capacity.
How did we solve this logistics nightmare?
In case you’re new around here, the Infinity Academy is a Moko program where we train our staff to become better leaders as they grow into various leadership roles in their careers and other aspects of their lives.
As part of the program, the trainees have recently been paired with mentors who help them grow into the kind of leaders they aspire to become.
We caught up with Fabian, a mentee, and these are his thoughts about the Infinity Academy mentorship program.
What’s the best part about being an Infinity Academy mentee?
It’s a safe space that’s not self-compromising. You can really open up and talk about the things you’re trying to improve on. You then receive honest and no-nonsense guidance on how to facilitate this growth. I also love how knowledgeable and insightful my mentor is. …
When you set your mind to learn something, the first phase of excitement is often followed by a realization that the new habit doesn’t come naturally to you and failure is imminent. At that point, you have two options.
One, you can revert back to the old habit because it’s familiar territory and make a case for why the old habit is there in the first place. Alternatively, you can give in and learn to lose until you have enough practice to win. You can and need to make this choice almost every day in your growth process.
At Moko, we wanted to be radically candid in all our interactions both at work and outside of work. One of the key parts of radical candor is to directly challenge someone whenever they are not doing something up to the set standard. …
During our May Townhall (aka monthly all-staff meeting), we learnt that if you want to be a mover and shaker in your field of work, you need to ask yourself more active questions, not passive ones.
They help us put the responsibility of change on ourselves and not on the environment. They remind us of what is within our circle of control and not only what is outside it. To put it in practice, think about this example.
Ask yourself, “How is my resilience growing during these uncertain times?” Do any of these answers come to mind? “I don’t know.” “There is a lot going on in my life and there is no time left to think about such things.” …
The most appealing part of working at a start-up is the freedom that you get while working there. There are fewer meetings. You have the freedom to jump into action and fix problems you find interesting. Most of all, you can do all this at your own pace and at the time.
At some point though, the startup grows up and the freedom to be creative feels clouded by the constant process of flagging and solving the problems that pop up. The solution to this is structure. Yet for most startuppers, structure is the enemy of creativity.
But Moko is a testament that that’s not really true. When we launched an OKR system, this meant creating structured systems that helped teams to easily work together on one company-wide objective. Although this was met with confusion at first, two years down the line, we’re reaping its fruits. We are now growing at an exponential rate thanks to these structures. …