Adam is the Chief Product Officer of The Predictive Index. He joined PI when the talent optimization leader acquired Charma where he was co-founder and CEO. Previously, Adam was part of the founding team and President/CMO of NextRoll which he helped build from 3 to over 500 employees and $0 to over $200m in revenue.

Top 3 Takeaways

1. Growing pains are real. As we find success and add more customers and employees, things get complex in a hurry. Be vigilant around breakdowns in communication and execution as you grow.
2. Don’t make assumptions. When we promote high-potential people into management roles, we often assume they will be natural leaders. Instead, we need to give them the training, tools, and templates they need to succeed in this new people-first role.
3. Make it easy. Being a manager is stressful. When we provide them with solutions that streamline and automate certain aspects of their role, we preserve their energy and enthusiasm to execute the strategy and engage their people.

From Our Sponsor

The Predictive Index (PI) is an award-winning talent optimization platform that aligns business strategy with people strategy for optimal business results. More than 60 years of proven science, software, and a curriculum of insightful management workshops make PI the solution for any company looking to design great teams and culture, make objective hiring decisions, foster engagement, and inspire greatness in their people anywhere in the world. More than 10,000 clients and 480+ partners use PI—including Nissan, Citizens Bank, Subway, Blue Cross Blue Shield, and Omni Hotels—across 90+ countries. Learn more at predictiveindex.com. 

From the Source

“The thing that I really found challenging is that as we grew, the expectations evolved from being in that swim lane and focusing on your expertise—and I'm kind of a product minded entrepreneur—to evolving to start to manage teams and then not just manage teams, but manage managers who are managing teams. And that scaling process is pretty unnatural.”

“The skillset of being a manager is that just that: it's an actual skillset and it's not just, ‘Oh, you do your regular job and then manage people on the side.’”

“The skillset of being a manager is not something that's automatic. It's not something that's necessarily always obvious, and it's a place where software could play a role in guiding people to best practices and guiding them to do the things that would help them be a better manager.”

“People want predictability. They want to know that these activities in terms of check-ins and, having one on ones and follow through and commitments and feedback and guidance and clarity on their objectives and priorities… Those are just universal, no matter how or where you work.”

“One of our core principles is making best practices automatic. And so taking that mental overhead and friction off of doing the things that you should be doing as a manager. Having to wing it every time and feel like you're kind of entering into a freestyle rap battle, every time you go into a one on one is stressful.”

Connect with Adam

Website: http://www.predictiveindex.com/perform

LinkedIn: https://www.linkedin.com/in/adamberke/