Culture

 What are your thoughts on the current level of recognition for success in 3P? I think
recognition at all hands is good. I think we maybe don’t do enough of calling out individual
successes inbetween these quarterly events though. I think the bigger problem lies in
particular managers/teams being proactive in submissions and not others. I think all managers
should be nudged to be more proactive with this (I.e. don’t assume that because they don’t
necessarily see the value in an award that it’s the same for their directs).
 Do you think we recognise individual success appropriately? Yes – I think promos are
ultimately the real recognition here.
 Do you think we recognise team success individually? Yes – if your team has done something
you tend to get air time at all hands.
 Do you think we need to improve our culture of celebrating others’ successes? I think we need
more engagement of weekly wins being a stand up rather than just an email. I think our floor is
missing this community feeling and opportunity to regularly flag achievements.
 Have your or team members spoken in the past about not getting recognition for work that
they have done? How often might this occur and how can we avoid this in the future?
Personally no.
Floor vs. Team
 Are there successful mechanisms used in your team to recognise individual ‘wins’? Don’t really
have a team…
 Do you think we strike the right balance between floor-wide recognition vs. team-wide? Not
close enough to comment

Individual
 Do we strike the right balance between recognition for sales wins and other project successes?
I think we do
 Are there areas in your current role that you don’t feel you get any recognition in? Yes – I feel
particularly L6s do a lot of background work that keeps the lights on that doesn’t get
recognised.
 Do you feel the current award setup is fair and transparent? How can we improve the process?
Yes
--

Culture
 What are your thoughts on the current level of recognition for success in 3P?
I think the awards are fine at the moment, however, only one person gets recognised (3 role model
award or something) every 6 months for their personal contribution to the floor. I think there is a lot
to be said for people who generally make 3P a better place, not necessary for our customers, but for
others in 3P. I think there definitely needs to be more emphasis on people being team players, being
kind, being helpful etc. Also could do a monthly award for the floor (perhaps based on an LP or
something) in addition to the all hands awards.

 Do you think we recognise individual success appropriately?

I think we do – but not enough. It really stuck with me when Simon Donegan gave Beth her award –
his speech was really thoughtful and he obviously really thought she deserved it, this is how
managers should present awards (sometimes they have clearly no idea why they are giving the
award and have been told by someone else, makes it look quite inauthentic)
  Do you think we recognise team success individually?
When team success is recognised e.g. Sales day, it is pretty poorly delivered/ person giving the
speech is generally late lacks any kind of importance in people’s minds. Weekly wins is quite a nice
way of knowing when teams have had a good week etc.

 Do you think we need to improve our culture of celebrating others’ successes?

Yes – it seems we are bit reluctant to reward people for doing well

 Have your or team members spoken in the past about not getting recognition for work that
they have done? How often might this occur and how can we avoid this in the future?
There is a bit of a culture of only being recognised for being the top performer in core role– not
necessarily being consistent In core role, or project work etc. Managers and ICs don’t tend to get
recognised for anything.

Floor vs. Team

 Are there successful mechanisms used in your team to recognise individual ‘wins’?
SFP are generally quite good for emailing (Ben Foreman creates very good memes) around individual
wins to the team. We also do superheros of the month in our WBR 2.0 once a quarter which is nice –
two/three people get called out for their contribution to the team/ something they have done for a
seller etc.

 Do you think we strike the right balance between floor-wide recognition vs. team-wide?
I think there should be more floor-wide recognition for success

Individual
 Do we strike the right balance between recognition for sales wins and other project successes?
I honestly can’t remember anyone being recognised for anything outside of sales and promo – I am
also actually unsure what High Flyers is for, some people do best scorecard some don’t – this should
perhaps be standardized

 Are there areas in your current role that you don’t feel you get any recognition in?
L4’s tend to not get recognition for any project work

 Do you feel the current award setup is fair and transparent? How can we improve the process?
The EET shouldn’t have the majority of the votes – it is mainly made up of L4’s which I think naturally
puts L5’s+ at a disadvantage as those voting may find it harder to relate to the nominations but tend
to understand more of what other L4’s do.

Culture
 What are your thoughts on the current level of recognition for success in 3P? It has improved a
lot vs. 2 years ago. I enjoy the Weekly Wins newsletter and additional awards at the All Hands.
 I think there still needs to be work on recognizing different types of successes (e.g. CMM/IC
delivering a great doc to a VP vs. Sales calls and launches). I think this is down to the
encouraging Managers to recognize this success and submit them to Weekly Wins because ICs
are not going to nominate themselves and more often than not their sales team mates do not
know the work they do.

 Do you think we recognise individual success appropriately? Yes for Account Managers with
Weekly Wins/Awards, however, similar to above I think ICs/CMMs/PMs can get forgotten
about.

 Do you think we recognise team success individually? 50/50 – I think is getting better but I do
think the larger teams are celebrated more than the smaller teams as well as the teams who
do not report into the UK. I think SnL, B2B, Launchpad, Softlines, Deals are not celebrated as
much as SFP/PAN EU. Especially when the focus is on GMS and while these teams may bring in
more GMS, it does not make them any more strategic or important than the smaller teams.

 Do you think we need to improve our culture of celebrating others’ successes? I think the
frequency is correct, I think there can be improvement on the way we celebrate. Sometimes I
do not understand the success metrics of other teams and it would be good to Lunch & Learn
sessions of other people successes. For example, “This person get funding for their project,
find out how they did in their Lunch & Learn” or “This person was behind target and turned it
around, here are their best practices”. This would help others learn from people’s successes
rather than it just being an FYI.

 Have your or team members spoken in the past about not getting recognition for work that
they have done? How often might this occur and how can we avoid this in the future? Yes, the
most common practice is when a different team/individual uses work created by someone else
and does not give them credit/tries to pass it off as their own. This has happened to me on
nearly an annual basis in my 4 years at Amazon and is something that needs to be addressed
by; Managers/Leadership team to ensure that; a) this is not tolerated (it can sometimes pass
as a form of plagiarism) and b) ensure that successes are celebrated with a wider audience so
that they recognize project work if later replicated.

Floor vs. Team

 Are there successful mechanisms used in your team to recognise individual ‘wins’? We have a
weekly team meeting which goes through personal wins, professional (core role) wins and
project wins.
 Do you think we strike the right balance between floor-wide recognition vs. team-wide? On
frequency, yes.

Individual
 Do we strike the right balance between recognition for sales wins and other project successes?
No, I believe sales wins is the focus for the majority of the year with the exception of Quarterly
All Hands.
 Are there areas in your current role that you don’t feel you get any recognition in? Yes, I
believe people don’t get recognition for when they have to cover multiple roles during
 shortage of HCs. It can be a particularly stressful time when individuals in a team are covering
2, 3 or 4 roles at once while Managers backfill and at times while the work completed may not
be perfect – that person has gone the extra mile to ensure the work has been completed on
time. I think more recognition needs to be given to the people on the floor keeping their
teams afloat during HC shortages.
 Do you feel the current award setup is fair and transparent? How can we improve the process?
For the most part yes. However, there are still examples of when individuals work in “grey
areas” which could be considered as cheating by others and get rewarded for it by being called
out/celebrated when they are ahead of target. This is a serious issue for morale/job
satisfaction and needs to be addressed and cracked down on by Leadership.

--

Focus Group #1:

Culture (30 min)

 What are your thoughts on the current level of recognition for success in 3P?
 Overall very good, possibly too many awards in all-hands, weekly wins (x2)
 Gone too far with awards, issue with manager & teams not nominating the same
 Don't share the reasons for the award (no personal feedback/credit)
 Same process as promotion vs. award [not dry]
 Email commentary
 Some of the awards: presented by project owner
 Team awards [should be done in WBR] not whole floor
 Team specific (project awards can also inspire others to take on the same project)
 Fewer awards in the past, meant more something
 Not questioning if shy people want to be awarded that way? Better impact in 1-1
 Invest more time in meaningful awards {projects}
 Team events - awards before christmas / Halloween party (not work related)
 NOT in the All-Hands
 Same template for how to communicate promotions
 Use TV in the kitchen

 Do you think we recognise individual success appropriately?



 Do you think we recognise team success individually?

 Do you think we need to improve our culture of celebrating others’ successes?

 NPS:
 Other teams adopt the Pan-EU weekly wins
 Shoebox with anonymous thank-you notes [come from connections]
 AGS: separate to WBR, three priorities, … most points (based on LPs)
 Have your or team members spoken in the past about not getting recognition for work that
they have done? How often might this occur and how can we avoid this in the future?


 How would you all like to be recognised individually?

 Individual basis, salary & feedback [manager provides training and opportunities]: values, 1-1s
 Prefer group recognition where relevant, [recognition for not doing well, managers need to
share feedback], fake sales-culture
 Too much reason to ask for culture for feedback,
 Managers would want to know and update, quarterly updates
 PDP: full charge, weekly trend…

Floor vs. Team (10 min)

 Are there successful mechanisms used in your team to recognise individual ‘wins’?
 Weekly wins
 AGS
 WBR ESM1: slides on weekly wins [sales stuff]
 Particularly a 'team' problem - awards should not always be business focused

 Do you think we strike the right balance between floor-wide recognition vs. team-wide?
 More floor than team
 Bandwidth - most expendable priority is recognising the team
 Making it mandatory - no one will be chasing …
 End 1-1s with "Well done on …",

 Too much on the VoS wins: not meaningful

 Screen: should flick through the …
 Each slide should be one of them
 Filter through good feedback (outstanding)
 Better digest that information: story of the day/week in an inbox (read each of them
individually) [not everyone would read]
 Make the story engaging vs. actionable
 One quote per weekly wins from SP
 AGS: Friday afternoon, 1 learning per week (actionable)
 Collect the information (OneNote)
 Weekly 'casual' chat:

Individual (20 min)

 Do we strike the right balance between recognition for sales wins and other project
successes?
 Not focused on sales (GMS), data … see how evaluated on it
 Is what I am doing 'now' enough to get promoted by '…'
 Management give a more guidance on how TLs discuss promotions and sales' success
 Worse for teams with a longer lead-to-launch time (e.g. Pan-EU)
 Team Leads not getting enough training
 How to have discussions about goals etc. [are we sales org or not?]
 Not sales experience but onboarding
 FBA vs. SFP [image is different]
 The type of recognition (1-1 should be more core focused, sales role) and weekly wins should be
outside sales (e.g. campus challenge)
 3P teams risk being siloed
 Recognition to be anecdotal [scrap weekly reporting etc.]
 Stakeholder needs to give individual recognition on the project (…not as focused on people
development and IC)
 Meet with all the directs' sponsors

 Are there areas in your current role that you don’t feel you get any recognition in?
 FBA: James Wilson meeting - which project is linked to FBA and owner
 Management (individual and team level)
 'people manager' award - only 1 process
 … recognition more generally…

 Do you feel the current award setup is fair and transparent? How can we improve the
process?
 Long email for nominating (…)
 How the winners are selected by the awards …
 3 awards (high-flyer, nominations for delivering very well…)
 EET: shouldn't be allowed to read and vote …
 [

Feedback on the session:

Focus Group #2:

Culture (30 min)

 What are your thoughts on the current level of recognition for success in 3P?
 Positive feedback for weekly wins [….] & go beyond the KPI
 Should be a filter down to the manager …
 More awards [every manager has to nominate someone in their team, encourage less proactive
managers]
 All-Hands is good, better way to understand what others are doing
 Formal vs. informal shoutouts
 Would want access/accountability for trends and performance in individual level
 Team Events (halloween vs. christmas)
 No 3P chime group
 Monthly team basis: "…"
 Feedback from sellers …
 Internal project…
 Would also want to incorporate the weekly learnings
 Thanking cross-team helpers (anonymous firms)

Emphasise weekly learnings (focus… […] engaging group exercises, actionable afterwards)
Look for anything funny; …

 Do you think we recognise individual success appropriately?



 Do you think we recognise team success individually?

 Do you think we need to improve our culture of celebrating others’ successes?



 Have your or team members spoken in the past about not getting recognition for work that
they have done? How often might this occur and how can we avoid this in the future?
 Quite a lot if you have a bad manager
 If manager wants to get 'brownie points', they can be the project sponsor and take the credit
for the L4 work [sometimes indirectly]
 Project Sponsors' responsibility to make sure you get the recognition and exposure

 How would you all like to be recognised individually?

 1-1 feedback & email, nice to have floor wide success
 All hands
 Vocalised feedback over written
 1-1 feedback is good, but you want to know what they feedback to a higher level (i.e. CC their
manager)

Floor vs. Team (10 min)

 Are there successful mechanisms used in your team to recognise individual ‘wins’?
 Tally: gives a potential competitive element […]
 To recognise others people's time

 Do you think we strike the right balance between floor-wide recognition vs. team-wide?
 More regular than quarterly
 Flash bulletin on how they are performing
 TV screen
 Read it more weekly … [story of the week]
 Feel disconnected with the wider 3P team
 Coffee Roulette {company level} - fortnightly, be assigned and drawn a match and put in the
time for a quick coffee/catch-up
 […]

Individual (20 min)

 Do we strike the right balance between recognition for sales wins and other project
successes?
 Senior Managers think that we are a sales team
 But this doesn't filter down to account manager - as sales not a major focus
 Goals: sales orientated, tenure gap means other projects get priority
 Sales floor [different directions to getting the GMS]
 1-1 is predominantly about core role (manager get visibility into your project)
 Risk of project work going under the radar
 Management give a more guidance on how TLs discuss promotions and sales' success
 Size of the business as opposed to different sales performances … .3P teams risk being siloed
 Visibility less important for promotion now [signed off by skip level manager]

 Are there areas in your current role that you don’t feel you get any recognition in?
 Find a lot of time working on other areas that aren't so relevant, hope for a launch (no
recognition, …)

 Do you feel the current award setup is fair and transparent? How can we improve the
process?
 EET should not be allowed to vote for themselves…
 Some managers may not think the award is that important, not focused on nominations, risk of
people being overlooked
 Difficult to avoid the bias
 Better communication on how the award winners are selected (scorecard)

Feedback on the session:

 A lot better than before
 See some action

Focus Group #3:

Culture (30 min)

 What are your thoughts on the current level of recognition for success in 3P?
 Limited mainly just to the all-hands
 Not necessarily bad, should limit to quarterly
 Team-level recognition etc.
 Risk recognising success too much…
 "rare" to get award, so good, always the best bet
 Don't get visibility on other team success… [monthly]; gives more context on quarterly award
winners
 FBA weekly standup (too much, but could do on a monthly basis), i.e. more relaxed MBR
 Team monthly story

 Do you think we recognise individual success appropriately?

 Gratitude circle, likely to get that visibilty
 How do I get project recognition
 Standardized quick feedback on: get project sponsors to give feedback on manager
 Make it as easy as possible, i.e. what you are expected to do/deal with


 Do you think we recognise team success appropriately?

 Not consistent….
 Weekly Wins…
 5iveby5ive
 Normal teams…
 Monthly …
 Not have data-heavy (anecdotes much more powerful), stories…
 Team collaboration…

 Do you think we need to improve our culture of celebrating others’ successes?

 Monthly email recognising top performers and got performer
 £100 social for the team budget doesn't feel likea real award
 Centralised spreadsheet for tracking the social benefits

 Have your or team members spoken in the past about not getting recognition for work that
they have done? How often might this occur and how can we avoid this in the future?
 Sometimes feels that there are people contribute to the doc, and the person who presents …
 Person who contributed is not invited to the meeting [fairly common], don't see how that
applies to the actual …. And miss senior leadership visibility
 Sales' stuff easier to see and recognize succses
 Bigger issue with escalation, and a 'manager' asks you to do it
 Particularly with tneured L4s and new L5s (they are expected to just 'sort' the issue)
 TLs and managers say thanks to everyone

 How would you all like to be recognised individually?

 Praise from the person you've helped, bigger scale work at all-hands
 Better celebrate team-success [name drop]
 Prefer public recognition vs. 1-1 recognition
 Email preferred
 Better for senior leadership to see it
 …
 Blurb, recognize, promotion….
 Floor vs. Team (10 min)
 Are there successful mechanisms used in your team to recognise individual ‘wins’?
 Document the weekly wins, more motivational
 Encourages to do nice things
 Amazon Kudos […
 Prize, or drink and social

 Do you think we strike the right balance between floor-wide recognition vs. team-wide?
 Best 5by5s: sustainability, no direct GMS impact
 #small' and 'big' should not be GMS impact, but instead by the 3P …
 EET: vet the 5by5
 […]
 Case by case [but beyond GMS]
 Don't know how much of a well done they get for their 5by5 [not framed as recognition, but not
business update]
 Etc.

Individual (20 min)

 Do we strike the right balance between recognition for sales wins and other project
successes?
 Senior Managers think that we are a sales team
 And then we should not take on the projects
 Too much pressure to do well on projects, and not get enough recognition
 Promotion process - sometimes a feelign that sales is more important to get promoted
(scorecard)
 Others argue that you need quantifiable project work …
 Core role is prerequisite
 Sales org: debrief (long-term potential outside core role)
 Should be taking greater efforts to recognize project success, strong project component
 Deliverables should be attached to projects
 L4s - need to be sales, high flyer
 Feel like much more pushed in sales direction

 Are there areas in your current role that you don’t feel you get any recognition in?
 Data requests for @james or senior leadership
 Doc culture
 Not be aware of the work done by the lower levels (i.e. trying to understand and answer a
question asked by someone at a higher level etc.)
 Feels like resource is wasted, more mindful of how the hierarchy works (onus on responding to
people of a certain hierarchy etc.)
 "…campus challenge, people mindful", not calling out just one person with a project, roles need
to be better defined
 More blurry lines with how to write a doc
 Do you feel the current award setup is fair and transparent? How can we improve the
process?
 Actively trying to change the bias
 Costanza - did analysis on this
 Submit the awards: %.... Leadership Principles… :
 Managers sometimes don't even nominate you
 'how they are writing it', 'who writes it'
 Provide template
 Better filter the way EET read and see the awards
 Male/Female balance: ….
 SLT need to push it (have them read it)

Feedback on the session:



Focus Group #4:

Culture (30 min)

 What are your thoughts on the current level of recognition for success in 3P?
 Individual callouts (e.g. voice of sellers)
 Improvement over the last 10 months
 Frequency of this recognition could be increased
 All-Hands showcase a big win within a dept
 Individual teams adopt their own recognition
 Consumables (kick-off - each person has to come with a win (either about themsleves or
someone else), leads to more acknolwedgement. More useful as it is structure as what can we
take away (key learning)
 Pan-EU weekly wins
 Teams are more motivated (nature of structure, L6s, visibilty on some key projects are missed
and stakeholders are EU not UK, so can do better on that)

 Do you think we recognise individual success appropriately?

 Lot of dotted lines, where people aren't in a 'standard' team, and the recognition is somewhat
missed
 Shared reconition,
 Not shared more broadly sometimes when just informal teams are there…
 Promotion doc sharing willl help
 Do you think we recognise team success appropriately?
 Not much visibiltiy outside project team
 All-Hands (non phone tool teams are awards winner)
 Good emphasis on how that individual plays a part in a team [earn trust, deliver through others,
showcase how thye interact with different parts of the business]

 Do you think we need to improve our culture of celebrating others’ successes?

 Individual would prefer feedback in a certain way (written vs. informal)
 Anonymous qualtrics survey [goes straight to line manager or to me directly]
 Some people don't always feel comfortable giving that feedback
 "anytime feedback"
3P too close-knit, great job of getting good feedback but greater focus on the growth areas
 Room for more frequent feedback [on other team members…]; documenting it somehow
 Preference through individual
 Missing feedback
 Need to incraese skillset in each leadership principle;

 Have your or team members spoken in the past about not getting recognition for work that
they have done? How often might this occur and how can we avoid this in the future?
 Need to set out owners wher projects
 Senior leader comes up with an idea, lots of people are involved but don't get involved
 'Used' to grunt work
 Bit of training
 Work with someone on a project
 So many owners, POC and Program POC, EU POC etc.
 RECCE model for each project and better defined stakeholders

 How would you all like to be recognised individually?

 In-person, and written, better than floor-wide
 Written feedback is the best (keep track of what went well)
 Many cases where verbal feedback can be misconstrued
 Toxic environment at times in terms of getting mixed messages (public shoutout is positive and
private is negative)
 Forte
 Now follow-up on the positive feedback from leaders etc. taking credit from others
 Floor-wide recognition still good; important to have a 'good' brand around the floor

Floor vs. Team (10 min)

 Are there successful mechanisms used in your team to recognise individual ‘wins’?
 Kick-off on Monday, review actions from previous week and actions (NSR: sales wins)
 Discussions in the team after the last connections meeting, discussion over a compliments box
 Comes down to manager & team lead as one-size fits all doesn't normally work
 Managers & TLs need to surface stuff
 Team Size
 Mini awards, called out xx number of times get a slot on the weekly wins (small section with star
of the week)
 Prize / tangible awards/ need to pay [negative impact], social budget is a good add
 Team budget for individual awards bad (someone on holiday when their team budget spent)

 Do you think we strike the right balance between floor-wide recognition vs. team-wide?
 Floor-wide; need senior stakeholder to put you forward (not a transparent process)
 Teams should have a voting system to boost the recognition for floor-wide team
 As opposed to a single individual deciding what is put forward for the floor
 Great for surfacing huge wins, but All-hands only per quarter and there are many cases where
people can fall through the cracks
 SLT: go through all the projects people are working on, but owners in the SLT should nominate
someone from each of the teams


Individual (20 min)

 Do we strike the right balance between recognition for sales wins and other project
successes?
 Unclear what the teams and individuals' expected split is between sales and proejcts
 Trying to succinctly summarise a project in an engaging way (particuarly for promo), unclear
 Weekly win - would get drowned in the humour, difficult to call someone on out something
more serious
 Sales wins more tangible and more frequent
 Post mortems of projects, what was done, issues that were faced - and key stakeholders (key
learnings, standardised format, make project history more accessible, removes duplicate effort)

 Are there areas in your current role that you don’t feel you get any recognition in?
 Escalations, lots of work but not actually aware
 Leaders have to loop in account managers, and they are forced to drop something to spend
hours etc.
 Big pain point particularly for QBRs or deep-dives
 Last minute requests, where the ask and follow-up structure has not been well thought out

 Do you feel the current award setup is fair and transparent? How can we improve the
process?
 Seen as a bit of a black-box
 Easier for the core role areas, less tangible for project successes
 L6 ICs ;[[;]
 Want to know how things are decided
 High-flyer award… [scorecard]
 Never submitted/recipient

Feedback on the session:

