My thoughts on the Provo Labs Restructure that occured a few weeks ago.  I, like Phil Burns, am quite surprised that others have not blogged about this.  Maybe it is because we have been too busy trying to get other projects done.  What I learned from my experience at Provo Labs is not new to me, but here are a few important and key points:

• Leadership in an organization is crucial.  When the leadership fails the whole organization fails.  When it is successful the rest of the organization is successful.
• Leaders need to be informed and need to know the day-to-day activities of the organization in order to make effective decisions, if they don’t, the wrong decisions get made and that can cost a lot of money.
• Communication in an organization is also crucial.  When there are urgent messages that need to be communicated to managers it should be communicated regardless of whether one thinks it is good, bad, or ugly.  If it is not communicated, opportunities can be missed, and costly mistakes can happen.
• Day-to-day management is critical.  There needs to be a vision, and when the vision changes it needs to be communicated to all members of the organization.  Managers are instrumental in carrying out the vision of the organization.  If they cannot do it, find someone who can.
• Advisors and Boards are very valuable.  When an organization is controlled by only one person there are a lot of risks.  Having advisors and boards are very helpful and productive.  Ultimately the leader of the organization is responsible for the organizations success or failure, but experienced advisors and boards can sure make a difference.
• Openness is very important to an organization.  Provo Labs was the most open organization I have ever worked for.  This was a fantastic opportunity to really learn what collaboration and teamwork accross organizations is all about.  Openness is a very valuable characteristic of an organization.
• Learn to deal with mistakes.  Provo Labs is not different from any other organization in the fact that every company will make mistakes.  The important thing is not to mull over them to the point of despair, but to learn from them and make necessary changes.
• Reward outstanding employees.  When employees do a great job at something, reward them.  Rewards are important to employees.  Find out what motivates your employees and reward them with those things.
• Admit your mistakes.  It amazes me that one of the poisons that effect an organization is the activity of covering your mistakes or acting like nothing ever happened.  This only muddies the waters and confuses the issue to a lot of employees.  When mistakes happen, communicate them and explain how your going to remedy the situation.
• The management team is critical.  I have heard this often and it is true in every organization I have been a part of.  An organization or management team is only as strong as its members.  Attract the right people in your organization, you need visionaries and doers, not just one or the other.
• Training in new organizations is vital.  As the leader, you need to train your people to perform the tasks you want them to.  If you want specialized reports, show them the example you want them to create.  Be the example employee.  If you as a manager are going to be gone for weeks at a time and “out of communication” for whatever reason, make sure you have provided enough information to your employees to get the results you are looking for.
• Understand Theory Z.  You should make it so easy for people in your organization to do what you want them to do that they do it.  Develop the systems and processes that will lead to the success you are shooting for.

Overall my experience at Provo Labs was fantastic, I learned from the failures and successes.  I learned a lot from the people I worked with.  Many of the projects at Provo Labs are still attracting momentum.  I am still holding Provo Labs Academy Brainstorm meetings and lunches each week, usually on Tuesday’s.  Email me at michaeleagar(at)gmail<dot>com if you are interested. 

Projects needed new direction and resources, and that required pulling support and resources from most projects.  The Provo Labs Restructure was the right thing to do, could of been avoided, and should of happened sooner.  What a great lesson for all of us at Provo Labs to learn from and take with us.

I look forward to reading more reviews of the Provo Labs Restructure (-Open Invitation-)