Rhonda Walker’s Post

There are a few things in the past 10 years of my time at Koch Industries that have been constant -- Change, Fulfillment, Growth, Opportunity (in no particular order). While some aspects of these constants have been challenging (change is often times hard, growth is often times a little painful), the LARGE majority of those constants have brought an immense amount of value to me personally and professionally. Every single tough thing has brought new opportunity, new growth and therefore new levels of fulfillment. A few things must be present to have this mindset and experience: 1. A personal focus on growth and contributing... not focusing on self, but on how you can contribute to others -- at Koch Industries we call that Contribution Motivation. 2. Being constantly curious 3. Knowing who you are and who you are not (humble confidence) 4. A workplace culture that supports growth of INDIVIDUALS - everyone is different and should be treated that way through every part of the employment lifecycle 5. Leadership Capability and Accountability 6. Ability to see the positive through the junk (perspective is powerful!) I am grateful for many leaders, coworkers, employees and friends past and present that have all helped me learn and experience these things. I aspire to be a leader that represents and drives these experiences for my team members. We have several great opportunities to join Koch and a culture that I believe is truly unique and supports individual growth. I would encourage you to check them out, learn more about our values and join our talent community today: https://lnkd.in/giEy5UgR #leadership #opportunity #lifeatkoch #tenyears #changeisgrowth

"I would be excited to do that"! That's the answer the CEO received when they asked if the candidate would be willing to sign up for a senior leadership role after reviewing the Role Scorecard with the candidate. The Metronomics Scorecards we use takes a concept that's common in sports - baseball for example - scores and player statistics - and adapts it to business to clarify expectations of every player on the team. A Scorecard clearly defines: - The mission for the role - The top 3-5 critical and unique accountabilities for that role - The 3-5 daily/weekly/monthly activities the role holder should be engaged in - The 3-5 measurable outcomes that clearly indicate success Clearly defining expectations, then getting buy-in from the person "signing up for the mission" makes it easy for both them and you, as their leader, to understand what accountability looks like. Unlike Job Descriptions, which can run for pages and include 10-30 Responsibilities, Scorecards are succinct and easy to use once developed and implemented.

Check out this extremely insightful post from Glen Dall outlining some of the key characteristics of our Scorecards!!

Episode 1: Itsu 🍱 Sushi anyone? In this first episode Rhea and Rakhi interviewed the CEO of Itsu Ganan Kanagathurai on his story of how he got from CV to CEO. My three key takeaways: 💖 Passion , you have to have a why that drives you but also keeps you in your chosen industry ❌ Know your non negotiables - you can only do so if you delve into all opportunities at uni/school/work rotations - So take a bite ! 🍪 💫 Success isn’t just at a leadership seat and you can measure it through your happiness , ability to travel and how good it tastes 👀