Terri Kelly bio:
“Terri Kelly is president and CEO of W.L. Gore & Associates, a 50-year old, multi-billion dollar enterprise that is often profiled as an example of the future of management. A pioneer in lattice-based management structure, Gore’s “associates” become leaders based on their ability to gain the respect of their peers and to attract followers. Kelly became president and CEO in 2005, after she was elected by her peers to serve in that role. Employing more than 8,000 associates in 45 plants around the world, Gore produces many unique products, including Gore-Tex® fabric, and is perpetually named on lists of “the best places to work.” Kelly will explain how this unique culture works on a practical level.”
Here are the notes form the talk:
Gore is arranged differently than every other company. They work on the basis of asking “How can people feel like they can make a difference?”
They organize around opportunities, rather than having set teams. The work is collective and peer-based, working collectively. Everyone needs to make everyone else successful. Decision making shifts based on who has the best vantage point on the issue/project/component. To be innovative you have to create an environment of collaboration.
Ladder Leadership Structure vs. Lattice Leadership Structure
Everyone is connected around nodes and they can go directly to each other, not up a ladder first.
It’s not neat, but as long as everyone is working out of the same core values and beliefs. Those core values and beliefs are:
- Everyone can contribute
- Power of small teams
- We’re all in the same boat
- Take a long term view
How does an idea get funded?
Projects are driven by how many people are passionate about it. You have to convince others that it’s a good idea. It is submitted to a peer review process and then teams decide which projects get funded. People are then rewarded through peer evaluation.
Those who make the greatest contribution are paid accordingly – not paid according to rank or seniority.
All-in-one leadership is very limiting. At Gore, everyone has a personal sponsor (not a boss) at who helps them grow – sounds like a mentor.
A key component of the strategy: Limit plant sizes. No more than 250 people at each. They believe in dividing so that they can multiply. This results in a different level of ownership and engagement and relationship. When it gets bigger than this and it loses personality. These smaller plants are also allowed to adapt to local environment
How does this apply to our churches? Especially our megachurches?
The job of the CEO is not to be most knowledgeable but to continue to foster adaptation and innovation. A leader doesn’t tell the org what to do. (This is very much like Gary Hamel’s talk last year)
Summary
Excellent session. Unfortunately the interviewer wrapped it up by asking how this might all apply to church and missed a core concept: no big factory churches. Applied to church, Terri Kelly is telling mega-churches to break into smaller groups. No more 15,000 seat auditoriums.
Also unfortunately, we moved very quickly on to another session and weren’t allowed to soak up what she was saying. I want to hear more.
