Testing team performance reviews & insights from survey sent to 61 first-time CPOs: David Hanrahan (Chief People Officer, Flare)

Listen to our recent episode with David Hanrahan, Chief People Officer at Flare.

We talked about how he’s testing team performance reviews at Flare, the learnings from a survey that he sent out to 61 first-time CPOs, and why you should seek out mentorship from executives outside of HR.

Read the highlights below. ??

1. Why this Chief People Officer is testing Team Performance Reviews ??

David still recalls his excitement at Twitter during their first performance review cycle, armed with data on high and low performers.

Yet, when he presented this data to his CEO, he realized that these metrics didn't align with the actual performance of teams.

He says the fundamental issue with performance reviews is that they don't foster a high-performing company; instead, they merely facilitate necessary conversations.

?? Here’s the approach David has taken at Flare:

He recently posed these questions at an offsite with the rest of the leadership team:

1) What are the three teams that keep you up at night?

This question aims to identify teams that are causing concern or may not be performing up to expectations, possibly due to issues in strategy, execution, or other challenges.

2) What are the three teams that give you peace at night?

In contrast, this question aims to spotlight teams functioning effectively and efficiently, contributing positively to the organization's goals without causing concern to the leadership.

After gathering their answers, they focused on the two ends of the spectrum, trying to understand why certain teams are considered highly effective or ineffective.

What’s missing or present that’s making people feel this way? Is it the strategy? The execution? Leadership?

This approach, he believes, is what will drive meaningful progress and innovation within your company.

2. Changes that came out of Team Performance Reviews??

David says that at both Flare and Eventbrite, Team Performance Reviews have led to significant changes:

?? Goals were adjusted.

?? Strategy pivots were made.

?? Organizational designs were rethought.

These reviews prompted them to make key investments, even when finances were tight, highlighting areas in critical need of attention.

David also notes that the team reviews encouraged providing feedback to leaders, offering insights into team perceptions.

This feedback has been invaluable, especially during performance reviews when a team might not be viewed favorably.

At Eventbrite, this approach led to a more actionable stance on defining team performance:

“We questioned the value of a hustle culture—teams working tirelessly through the night. This led to a realization that what should be celebrated is impact, not mere activity. Eventbrite adopted the mantra 'impact over activity,' which has become crucial in how we think about managing talent."

3. Insights from surveying 61 first-time Chief People Officers ??

He says that his debut in a Head of People role felt like a disaster.

Driven by curiosity about other first-timers' experiences, David surveyed 61 Chief People Officers on their debut as CPOs.

Here were the questions he asked:

1. Was it a positive or negative experience?
2. What was the most challenging aspect of being a first-time CPO?
3. In hindsight, what do they wish they had known?
4. Would they choose to go through it all over again?
5. What are they up to now?

The survey unearthed some surprising insights for David:

? While most acknowledged the role's difficulty, surpassing any previous positions, the consensus highlighted its positive impact and willingness to undertake it again.

?? The career paths post their initial People role intrigued David the most. While many pursued further Chief People Officer positions, a significant portion stepped away from operational duties towards consulting or coaching.

?? Interestingly, the demand wasn't for more HR knowledge post-CPO experience. Instead, there was a clear appetite for greater business acumen and insights into everything beyond HR.

David says that the essence of a Modern People Leader goes beyond conventional HR boundaries, paralleling the responsibilities of a COO.

He asserts that the most effective CPOs today are those who could seamlessly transition into a COO role.

4. Why you should find a mentor that's not in HR ??

In the early days of his career, David didn't have someone who really broke down the ins and outs of a P&L statement for him, or why it even mattered.

His go-to mentors were mostly from the people community, which kind of put a limit on what he was exposed to.

He's now convinced that getting mentorship from business leaders and getting the scoop from outside the people zone is super important.

It throws you into the mix of wider business needs and expectations, and yeah, even the criticism.

While it can be a bit much at times, it's totally key to growing.

Sure, you'll run into some expectations that don't exactly match up with reality, but branching out for mentorship beyond our usual circles helps dodge those echo chambers and sparks some real learning.

David points out that folks like Anne Raimondi have left a bigger mark on his career than any of his past bosses in the people space.

Their wide-ranging perspectives and experiences offer something beyond just hearing an echo of your own thoughts.

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David's definition of a Modern People Leader ??

"A modern people leader is someone who could seamlessly transition into a COO role. They're increasingly being invited to join boards, not solely for their exceptional insights into people strategies, but because they possess the unique ability to bridge business and people, doing so with finesse. Essentially, they should act as the CEO's right-hand, adept at translating business strategies into people plans. Above all, they are business leaders who can competently analyze a P&L and discuss company business strategies with authority. A significant part of our role as people leaders involves earning trust—a theme that emerged strongly in our survey. This trust and influence often come from a position of indirect authority. To build this trust, one must establish credibility within the relationship with our superiors or executive teams. This credibility is founded on trust, respect, and effective communication. Thus, I view this role as fundamentally that of a business leader, one who excels at forging relationships based on trust, respect, and communication."

The career advice David would give to his 22-year-old self ??

"Oh gosh, I would advise being much more patient. In my mentoring sessions, I often encounter people eager to outpace others. They feel an urgent need to advance because they perceive everyone else is moving ahead, fearing that their careers will lag behind if they don’t act swiftly. Reflecting on this, I would embrace patience more if I were to go through it all again. Some of the most exceptional leaders I've encountered have spent perhaps 20 years in a secondary role before stepping into the top position. Their ascent to the top was significant, not because they rushed there, but because they amassed invaluable experience by being content in a supportive role and focusing on learning. As long as you’re learning, patience is key. Only when you stop learning should you allow impatience with yourself."

Go listen to the full episode: Apple | Spotify

See you next week!

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