Technology and Organizations

Tiempo Speeds Pay and Motivation

Tiempo example

Aug, 12, 2014: After writing this post, I was invited to invest in Tiempo. I've accepted the opportunity and any future posts will include the disclaimer that I have a stake in the business.

The data entry portion of time-tracking generally isn’t value-added time in our work. In my #SummerOfWorkDesign, I’m interested in finding tools and tricks that help people focus on their work, and not the transaction costs of that work. Y Combinator participant, Tiempo, and other new approaches to time-tracking help speed up pay processes, accounting, and even personal monitoring.

Tiempo co-founder and CEO, Tad Milbourn, is an entrepreneur and intrapreneur I’ve been following for a while. (His Intuit Brainstorm project is the focus of the last chapter of my book, The Plugged-In Manager: Get in Tune with Your People, Technology, and Organization to Thrive.) With Tiempo, Tad and his co-founders (all Intuit alumni), Kyle Kilat and Peter Terrill, take Intuit’s focus on helping people manage their finances and run small businesses and extends it to the time-tracking process -- and integrates it with the Intuit suite -- with more integrations to follow.

Tad recently described Tiempo’s approach to me:

We're trying to create a world where service businesses can get paid instantly for the work they do. No more waiting to track time, waiting to create invoices, and waiting to get paid. Our first invoices that we processed were paid in an hour!


This isn’t just about cash flow. It’s also about motivation and engagement. Yes, I hope we all work at something we have a passion for -- feedback from the work itself is a great motivator (and one of the levers of work design I mentioned in an earlier post). However, motivation comes from a combination of outcomes and the tighter all the outcomes, including pay, are tied to the work, the better the motivation. Economists and management faculty alike will agree on that one.

In Tiempo, pay is the focus, but there is also a “Kudos” button you can click on as you are approving the time someone entered. Tiempo user, Joseph Graves of Workshed says, "Even though my coworker and I work so closely together (literally sitting next to each other), it's a good reminder for me to give praise for a job well done."

Tiempo has competition, which signals to me that other people see the need to take the friction out of this piece of our work design. No more watching my friends scramble as they realize they are about to miss their timecard deadline -- and no more having to listen to them grumble about what a waste of time it is.

Do you have a suggestion for my #SummerOfWorkDesign? A tool or trick that helps you or your organization do better at designing work that is valuable, provides feedback from the tasks themselves, and helps you get the collaboration you need?

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Work Design for All of Us: Location, Location, Location

Where will people do their most effective work? I’m in the middle of selling my old house and just bought a new one, so the common real estate refrain, “location, location, location” has been going through my head a lot. Do people need to work at an organizational site to be engaged? Can they work effectively away from a formal office?

In my prior post, I said,

If more work is being done with fewer jobs ... the remaining jobs, and work in general, must be being done differently. What are the levers we can pull as we do this redesign? Who should be doing this redesign? These are the questions that everyone, from CEO to the newest freelancer, are -- or need to be -- grappling with.

I’ll be working on answers all summer, but today I’m taking on location with the first set of results from research I’m doing with Emma Nordbäck, John Sawyer, and Ron Rice.

The Study

We asked this question in the context of a northern European telecom company. Eight hundred thirty employees responded to our survey. Ninety-nine percent worked full-time for the company and ninety-seven percent had a standard employment contract. They’d been with the company an average of 17 years and largest age group of respondents was 41-50 years old. Perhaps not your standard picture of telecommuting superheros.

Does working away from the traditional office reduce engagement?

Not for this group. Neither was there a significant impact on how often they communicated with their supervisor, though even I expected that the people working away from the office would communicate less. I should have thought about who these people are. They work for a telecommunications company -- they are good with the tools and have been doing this a while.

Carlson and Zmud (1999) looked at how people deal with shifts from communicating face-to-face to using email, and we’ve expanding that thinking to include texting, mobile phones, and conference calls. They found that how well you communicate can depend on your experience with your co-workers, your tools, the organization, and your work. Given our telecom employees’ experience, they have the foundations for working effectively from afar, at least to the extent that it might otherwise affect their engagement with the work.

Next Steps

We have a new set of data just in from both this same company and a northern European travel provider. We expect that the telecom employees have more experience with the telecommunications tools that make up modern work communication, so we do expect to see location playing a role when we compare that company to the travel company. If it turns out that the travel company employees are more engaged when they are co-located with their colleagues, and if the telecom employees again don’t show a difference… then we’ll be able to make stronger suggestions about how best to design work given your particular base of workers’ experiences.

Even before those results come in, I do believe there is value in creating signals around coordination, knowing when someone needs help, or is best able to provide help. Different tools and practices may substitute for things we might miss if we are working from home, a coworking space, a plane, or a client’s office. It may also be that similar tools and practices can make us better connected even when we are co-located with our colleagues.

What tools and practices have you seen provide coordination and signalling value? Does “working out loud” (see this background from John Stepper, and this earlier one from Bryce Williams) fit in this category? #SummerofWorkDesign


Thank you to Tekes and our universities for funding and other support.


Work Design For All of Us: Knowledge to do the Work


If more work is being done with fewer jobs (I’ll review one source for this claim, The Second Machine Age, soon), the remaining jobs, and work in general, must be being done differently. What are the levers we can pull as we do this redesign? Who should be doing this redesign? These are the questions that everyone, from CEO to the newest freelancer, are -- or need to be -- grappling with.

Hackman and Oldham are the two best known names in the world of job design. Their most recent commentary:

It is true that many specific, well-defined jobs continue to exist in contemporary organizations. But we presently are in the midst of what we believe are fundamental changes in the relationships among people, the work they do, and the organizations for which they do it (p. 466).

Work Design for All of Us

Oldham and Hackman describe telecommuting, fluid job responsibilities, and independent contractors with simultaneous jobs of varying duration. But, as they note, while the phenomenon of work has changed, the human issues have not. Alienation, coordination, motivation, and performance are still critical themes to be addressed through the design of work. These themes grow in importance as responsibility for engagement, motivation, and direction shifts to include all workers (especially as freelancing grows), not just professional managers. As work becomes more virtual, distributed, and flexible, we have an opportunity to rethink work design as something carried out every day by everyone.

Emma Nordbäck, John Sawyer, Ron Rice, and I seek a simple model of work design and leadership that can be applied by the people doing the work rather than just management and human resource leads. In our recent presentations, we assess some of the basics of work design and leadership for employees as part of a larger study on flexible work and work-life balance in metropolitan areas. Traditional work at the office, working from home, and a variety of hybrid approaches, including working at other organizations or public sites, are part of these employees’ experience.

Developing a Work Design Tool Kit

Emma, John, Ron, and I are starting with the knowledge used to do work. Knowledge is foundational to the quality and quantity of the work we do. We all bring education and skills to the task, but additional knowledge comes from how the work is designed. Work design can bring to bear knowledge from:

  • The feedback you get from the work itself: You gain both motivation and direction from well designed work. The ability to complete a piece of work and see its result is both rewarding and helpful as you think about how to improve. Teresa Amabile and Steven Kramer, in The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work, had people keep diaries and evaluate their work. What was true for the last 60 years remains the case, feedback as you do your work is a good thing. Feedback that is a direct response of the work is great: A chef can taste the flavor of the dish, a cabinet maker can feel the smoothness of the join, an app developer can see the the code run, and a salesperson can shake on a deal.
  • Technology support related to the work: When Erik Brynjolfsson and Andrew McAfee talk about technology augmenting work, much of what they are describing is technology giving us access to knowledge we can use to do our work better. Hybrid chess teams made up of relative amateurs using a variety of computer programs can beat the best computer or human grand master, when they know to augment their skills with those of the computer. Truck drivers and airline pilots can be more efficient if they have access to electronic energy tracking systems. Lobster fisherman can track past catches to make predictions about the future. Technology can support our work by enhancing the direction, method, and motivation of our work.
  • Where you work: Location can provide signals about our work. If you are working next to a team member, you may be better able to know when they are going to need the report you are working on. You may have overheard them talking with others, you may have heard them cursing under their breath, or you may see that they are about to pack up and head out to that important presentation. You may also be able to see how the team member is working and learn from his or her example. (While I've focused on physical location, with some thoughtful design, virtual work can be designed to provide the same benefits.)

These are our first three levers: Feedback from the work itself, technology support, and location. More will follow, as will the craft of how to work with these levers. Are these issues you are already managing as you build you own work? If not, use one of these levers to push a change in your work -- and let us know what happens.

Much to Our Surprise

In my next post I’ll share our surprising results from the first of the organizations involved in this research. The teaser question: Who communicates more with their supervisor, people who work in the office with them, or people who away from the office? Big implications for the location lever. #SummerOfWorkDesign

Thank you to Tekes and our universities for funding this research.


What Does a Silicon Valley Immersion Trip Look Like?

Each year Santa Clara University hosts a variety of immersion weeks (or longer) for other university’s Executive MBA programs. I like to say, SCU Brings Silicon Valley to the World, though our marketing team hasn’t yet joined me in that. We use these weeks as opportunities to share our basic innovation principles and ground truth about living and working in the Valley. The common ground we develop expands all of our ability to work effectively together and is a chance to build networks that reach far beyond the range of a Google or Yahoo bus.

Thank You ESADE 2014!

Our most recent group was the ESADE Executive Masters in Digital Business. As the faculty dean of this program, I partner with Prof. Xavier Busquets to design a Silicon Valley immersion for 50 students from ESADE’s Barcelona and Madrid campuses. The Leavey School of Business’ Executive Development Center hosts the five-day program on campus and across the Silicon Valley.

What Does It Look Like?

Somewhere along the line, baseball became Santa Clara’s cure for jetlag, as well as a great introduction to some colorful business language. This year we opened the week with a tour of our 160 year-old campus (including our historic California mission), baseball, plugged-in management, equity compensation, and IBM’s Watson. Tuesday we learned by doing design thinking (your driving experience will never be the same), Silicon Valley investments, and had a conversation with the Spain California Chamber of Commerce. Wednesday it was about teamwork and big data, followed by a trip to Google. Thursday we opened with a living case at Oracle before diving into the founding of Tiempo, intellectual property, and open innovation. Friday was our final trip, hosted by Plug and Play Tech Center for a glimpse of the Dark Horse Competition, and a surprise conversation with Plug and Play founder and CEO, Saeed Amidi.

Some of Our Guest Speakers

How Can You Be Involved?

Would you be interested in hosting a future group? What advice do you have for us as we pick our topics and trips? Consider these programs "informational interviews" with the goal of opening the door to new relationships built to last. What do you need your non-Silicon Valley partners to understand?
Our groups range from 22 to 55 MBA, Executive MBA, or other masters students -- most employed and all looking to expand their opportunities. We look for a presentation by an executive/senior manager and a tour (if relevant). Hot topics include: how the company approaches innovation, global strategy, and how the company is unique/distinctive and altering the landscape of its industry. The key is for the group to get a better sense of what makes Silicon Valley special and to share the company’s perspectives with these unique students.

Lead by Letting Go: Women of the Channel Keynote

Last week I had the honor of opening Women of the Channel West. This conference focuses on women in the information technology channel community -- some of our top technology sales strategy leaders. The San Francisco event was the first time this conference had come to the west coast and I think we did a great job hosting. Here is a gracious summary of my keynote by Kari Hamanaka,  including quotes from the audience. It thrills me that they found the ideas actionable and that they plan to put them into use.

My slides are here and I’m happy to talk with anyone about the meat behind the images. I had the chance to push the limits of how we might "lead by letting go" across work, leadership, education, and mentoring.

The full speaker list is here (click for abstracts), including the amazing closing keynote by Holly Green on being “elite.” The workshops were also standouts and I especially enjoyed connecting with Luanne Tierney as she is part of the growing Santa Clara University women in business network. Her 12 strategies for for success in the future world of work are dead on.

The Big Picture

Kari Hamanaka also did a great job summarizing the sessions by Riverbed’s Michele Hayes and Avnet’s Therese Bassett. Keys: Be willing to be afraid, promote your wins, and understand your employees’ needs and goals. Some of my favorite moments:

  • Hayes’ story of her escape from Alcatraz swim and the perspective that puts on work.
  • Bassett speaking the truth of, "There is no greater buzzkill than to say we want you to be engaged so that you can pound out more work.”

Don’t stop with my snippets, take a look at Hamanaka’s summary and the full list of the talks and workshops. Let me know if you'd like to know more about how you can lead by letting go. 


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