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Culture amp twitter12/30/2023 ![]() ![]() “What we are talking quite a lot with the team regarding chaos is the whole ability to think through something that we call polarities: when you have decisions to make, it’s typically either this or that, but we understand there is no right or wrong. “So really, instead of trying to eliminate that, we’re actually trying to embrace and to work with that chaos. “If you try to fight against it, you're only going to lose,” said Marc. It’s only by understanding and accepting that the world is unpredictable that organizations can be flexible enough to adapt to it. Now, both Noa and Marc advocate embracing the chaos. After all, people are people, and it’s natural for performance to wax and wane depending on a whole range of variables. ![]() That’s a reality CPOs are intimately acquainted with too. CEOs and CPOs must embrace the chaosĮvery CEO knows that things don’t always go according to plan. We spend a lot of time together talking through these topics.” 3. “Most of the rest of the team is a bit shielded from them, but Noa is not, so there are just so many elements where we have to function as a team. “Noa is probably the only person also working to such a large extent with the board,” said Marc. ![]() All in all, the CPO influences many of the areas that are critical to the company's growth – thus, they are vital for helping the organization make difficult decisions. Moreover, they are responsible for attracting and retaining the best talent and setting compensation levels. While much of the executive team work less closely with the board, the CPO has unparalleled knowledge of the ins and outs of the organization. Other than CEOs, perhaps only the CPO of organizations has as much exposure to the board. The CEO and CPO work most closely with the board When the CEO, CPO, and other leaders model radical candor, employees are more likely to embrace it as well. Trust is the foundation of innovation and improvement, so having caring and empathetic conversations is so meaningful. They believe that employees can’t grow or develop to their full potential without this environment of radical candor. Having trust and giving each other direct feedback enables them to challenge themselves and each other to be their best authentic selves while keeping empathy and care at the forefront. Noa and Marc, who speak at least four times a week and offer honest feedback to each other, believe that trust is essential to these conversations. “We use a lot of data to make our final decisions,” said Noa, “but we start by having conversations.” That’s why On encourages its staff to always strategize by pondering the “why” – that is: Why is the organization taking this particular initiative? But employees will only do this if they understand the impact of their individual actions as well as those of the business. Noa and Marc believed that the only way to cultivate high-performing teams across the whole organization as it grew was to build a culture of radical candor, starting at the very top.Īccording to Noa, at the heart of the business is a desire for everyone at On to challenge themselves continuously to improve. Candid feedback is key to continuous improvement The two recently joined Culture Amp’s Culture First Forum event to share tips and learnings on the role of the CEO-CPO relationship in building this culture. To achieve this, Noa Perry Reifer, On’s Chief People Officer, and Marc Maurer, On’s Co-CEO, worked closely together to cultivate a healthy company culture that fosters peak performance. Underpinning all of On’s successes is their understanding that a strong company culture allows On’s people to feel safe taking risks, innovating, and operating with autonomy. ![]() The company upholds the principle of peak performance in both its operations and its sportswear, which is passionately embraced by the running community. This was true when On had a three-person team with only one product, and it remains true today for On’s 2,000+ employees across 50 countries. Through every step of its journey, On has striven for peak performance. Although athletic sportswear brand On was only founded in 2010, it’s bringing in revenues of over $1 billion today. ![]()
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