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10 Shared Commitments

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27 views

10 Shared Commitments

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Md.Tipu Sultan
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10 Shared Commitments

Mark Ruddock

CEO Kontent.ai. Internationally experienced growth stage CEO and Board Member. SaaS
| Mobile | FinTech.
7 articles Follow
February 6, 2023
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Over the years, I have tried to develop a set of shared principles that I believe are critical
in developing high performing organizations, and that I try to leverage wherever I go.

These are not top down principles (though it is critical that the leadership team lead by
example), they are mutual commitments, made by each member of the team to all other
members of the team.

1. Clarity. We will be driven by a clear mission, vision and strategy. Widely


communicated and understood by all.
2. Focus. We will strive to prioritize and focus on those things that matter.
3. Ambition. We will work to build an exceptional business. We will strive to
innovate, to break new ground, to deliver creative and disruptive products and
services that excite and engage our customers and bring a sustainable
competitive advantage to our business. We will work together cross-functionally
to do this.
4. Initiative. We will all commit to taking the initiative. Not waiting to be told what
to do. Acting like owners. Moving the ball forward every day.
5. Speed. We will endeavour to make decisions quickly and efficiently. We will
execute quickly, but with discipline and with purpose, removing roadblocks and
friction where we see them.
6. Sustainability. We will focus on long term, sustainable, enterprise value creation.
That means building an economically compelling business. Building for scale.
Avoiding cutting corners. Driving efficiencies. And seeking to build value each
and every day.
7. Teamwork. We will strive for an uncomplicated corporate culture, where people
pull together as one team. We can debate, and we can even argue, but once we
decide, we will work together to make it a reality. We will deal with open issues
quickly. We will leverage each other’s strengths. We will have each other’s backs.
8. Customer centricity. We will be driven by a clear and unique understanding of
our customers and their needs. We will seek opportunities to serve customers in
ways that others do not or cannot, and which are both economically compelling
for us and beneficial to them.
9. Honesty and transparency. We will be transparent, straightforward and honest
with our customers, regulators, and with ourselves. We will be honest about our
strengths and weaknesses. We will have and show respect for one another. We
will foster an environment in which is it safe to speak truth to leadership.
10. Reward. There will be a return on the time you spend here. We will ensure that
this is a fun place to work. We will empower personal and professional growth.
All our stakeholders will be aligned (staff, leadership, shareholders) by sharing in
the enterprise value we create.

I'd love your thoughts on this ...

hashtag#leadership hashtag#principles

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Published by

Mark RuddockMark Ruddock


CEO Kontent.ai. Internationally experienced growth stage CEO and Board Member. SaaS
| Mobile | FinTech.CEO Kontent.ai. Internationally experienced growth stage CEO and
Board Member. SaaS | Mobile | FinTech.
Published • 1y
7 articlesFollow
Over the years, I have tried to develop a set of shared principles that I believe are critical
in developing high performing organizations.
These are not top down principles (though it is critical that the leadership team lead by
example), they are mutual commitments, made by each member of the team to all other
members of the team, and for which we all hold ourselves accountable.

Would love your thoughts ...

hashtag#leadership hashtag#highperformingteams hashtag#commitment


hashtag#principles hashtag#insights
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 17 comments

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Peony Gerochi

Armin P.

 +43

17 CommentsComments on Mark Ruddock’s article


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Ian Simpson out of network3rd+Supporting businesses to reduce the


impact of the cost of living crisis with fast, reliable and dynamic cloud-
based collection software.

1y
Mark Ruddock - this made me smile when I read it; as I clearly remember conversations around every
one of these principles - with both you and Brian Simmons at BFS/Nuula and how we managed to
drive so much change because of them.

This is now pretty much the template that I take forward and put into practice.
Like

2
Reply2 Replies2 Replies on Ian Simpson’s comment

Mark Ruddock out of network3rd+CEO Kontent.ai. Internationally


experienced growth stage CEO and Board Member. SaaS | Mobile |
FinTech.
1y
Thanks Ian. Miss not having a chance to catch up with you and your sense of humour … We should
rectify that!
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1
Reply

Ian Simpson out of network3rd+Supporting businesses to reduce the


impact of the cost of living crisis with fast, reliable and dynamic cloud-
based collection software.

1y
We definitely should...
Like

1
Reply

Milind A. Joshi out of network3rd+Investor, Insurance Technology


Leader, Scales Teams & Platforms

1y(edited)
If the "to what end /why / what's in it for me" is not aligned, which can conflict depending on your
role/alliances, then that can cause issues. That would be relatively easy to get straight up, if people
didn't change as they went through different cycles of failure and success, even within the same
venture. We like to think we're rational but we're really not. That makes things interesting.
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Reply1 Reply1 Comment on Milind A. Joshi’s comment

Mark Ruddock out of network3rd+CEO Kontent.ai. Internationally


experienced growth stage CEO and Board Member. SaaS | Mobile |
FinTech.

1y
I agree alignment matters across many axes, and I also agree that we each evolve differently.
Humans are inherently complicated organisms after all ...

I think one of the reasons I try to set out a broad set of expectations around shared goals, 360
degree accountability and clear expectations of behaviour is to try to ensure that we forge close knit
teams, with a common purpose, and a shared commitment in which people have each others backs.

It's also important to hire people to fit the culture you are building and the mission you are on ... just
as it is important to wean people out who cannot, or will not.

At the end of the day, I'm a big fan of "uncomplicated humans" who tend to more naturally align as
teams :-)

But you do have to keep working the problem ... you need to sweat the details around these shared
commitments every day ... it's not something you just wade into periodically with a Town Hall, pithy
slogans or free Meals ... it's built from every interaction that exists between leaders and their teams,
and even between each and every team member, each and every day ... and in that spirit John
Amaechi OBE is bang on.

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