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HOW TO
DEVELOP & LEAD
AN AUTONOMOUS TEAM
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This presentation consists of insights inspired by
33voices® interviews with Jenna Abdou.
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KRIS GALE
Co-founder and CTO of
Clover Health
@Clover_Health
@kgale
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Table of Contents
Celebrate Autonomy
Page 5
Execute Like Champs
Page 14
Prepare Your Team to Succeed
Page 24
The Interview
Page 29
Credits
Page 30
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Chapter 1
Celebrate Autonomy
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Autonomy begins during the
first conversation you have with
a new team member.
At Clover, Kris asks, “Now that
you understand what we are trying
to accomplish, you tell me. What
should you be doing every day?”
Team members are then
asked to study the organization and
come back with recommendations.
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Encourage individuals to shape their
roles and collaborate with others to
improve your product or service.
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“Don’t delegate tasks or disempower
people through participation in the early days…
They need to be empowered to make
operational changes in the code.”
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“Never stomp on autonomy.”
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Remember: Promoting autonomy
doesn’t indicate a lack of leadership.
Leaders who master sustainable growth
are obsessed with constantly repeating the
company’s mission and working closely
with each team member to help them grow
personally and professionally.
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“Never stop preaching why you are here, and
what your mission is. Say it again, and again
and again: ‘Here’s where we are. This is
the progress we need to make.’”
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When meeting new colleagues, or evaluating
potential ones, your team members should be
able to proudly declare: “This is what it’s
like to work here. This is why our mission
matters. This is my part in it.”
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Repetition is especially important for
hyper-growth startups that are adding team
members weekly. In addition to the founders
sharing the mission, team members should be
billboards of your company values.
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Chapter 2
Execute Like Champs
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Assemble small groups to execute projects.
This will decrease overhead, coordination,
and management.
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Make it a habit for engineers, designers,
and product managers to go into the field
with your team. Based on their observations,
encourage them to build MVPs to test a new
feature with a few on the ground employees.
These experiments should be executed
at the most basic level before being
built in your software.
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Remember these three points before
formally implementing a new feature:
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Remember these three points before
formally implementing a new feature:
Start with the company’s mission
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Remember these three points before
formally implementing a new feature:
Create a basic version that works
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Remember these three points before
formally implementing a new feature:
Build only what is necessary
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Don’t measure engineers on how well they
build software. Measure them on well they build
software that achieves your company’s goals.
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“If there is a non-flashy, less glamorous way
to get there faster we should be celebrating
that; Not celebrating things that demo well,
or seem technically impressive.”
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“Part of the Clover hypothesis is that
our protocol is going to be a cumulative
result of a lot of little things that add up and
are really impactful together. It needs to be
a forcing function of the organization that we
keep batch sizes small for things we want to roll
out so they can be operationalized and tested.
The hypotheses need to be confirmed or
disconfirmed by a really small group of leaders.”
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Chapter 3
Prepare Your Team to Succeed
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Institute a weekly Demo Day. At Clover, each
team member speaks for five minutes about:
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Institute a weekly Demo Day. At Clover, each
team member speaks for five minutes about:
The progress they made that week
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Institute a weekly Demo Day. At Clover, each
team member speaks for five minutes about:
Why it matters
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Institute a weekly Demo Day. At Clover, each
team member speaks for five minutes about:
The value implications for the organization
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Institute a weekly Demo Day. At Clover, each
team member speaks for five minutes about:
How it’s helping them achieve their goal
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“It forces individuals to
conceptualize what they are doing
and enhances their prioritization.”
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The presentations are done with a
microphone to cultivate formal public
speaking and presentation skills. These
habits enable team members to grow in
their roles, excel in the organization, and
shape the future leadership team.
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“People are better at their jobs when
they are asking: ‘How does this
fit in the bigger picture?’”
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To find out how Kris helps his team
members answer that question tune into
his 33voices interview.
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If you have a question we missed, submit it
to 33voices Q&A for a direct answer from
one of our founders or thought leaders.
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CONNECT WITH US!
Tell us what you think
Jenna@33voices.com
Presentation by Chase Jennings
Insights by Jenna Abdou
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LEARN MORE
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