Leadership at Frappe has always been a complex thing because of our uniquely democratic operating model. As an organisation we have chosen to take on the probably naive and definitely crazy path to discovering what it means to be in a team from first principles. These are some principles I have followed over the years (specially the last few) and maybe they are helpful to others.

Everyone is the hero of their own story

When it is put this way, it seems like a no-brainer, but most people forget this when they become leaders. Leaders by definition have influence on other people and that makes them assume that they know what is better for someone than the person themselves. This shows up in various ways like deciding priority for someone or giving instructions or applying pressure to get something we need as leaders. The leader’s job is to give context to people when they want it to choose their priorities and give feedback on how they have done.

The right way to influence the priority of someone without taking away their agency, is to tell a story that the person believes in. As a leader I am very fine if someone does not buy my story and chooses to work on something they believe is more important. This also means that I should let people own their success and failures as well - only then they can have true agency. I like to believe that I am a “leader” and a “peer” at the same time. Everyone is at least as smart and motivated as me, and maybe even more. As a leader, sometimes my job is to just protect them from the noise and bureaucracy of the world outside.

So in summary, let people be, even if you don’t understand them fully - and trust that they are invested in their own success personally and in the team as well.

Outcomes matter, not only the ones you value

Leader’s are not responsible for people’s success, but they are responsible to give them the message whether they are succeeding or not. While judging, everyone comes with their own value system. Everyone thinks some things are more important than others. Some of these values are important to the team, but some of them could be just personal biases. Since we operated in a “self-directed” environment, people will choose to work on things they are motivated to solve, not what I am motivated to solve.

In most cases this won’t be a problem because all of us are not that different, but in some cases it might. In such cases, it makes sense to step back and value their contribution from a global context, than just what I thought was important. If they add value to the organisation, then I accept it. Often I am surprised by what people deliver, and I go like, "Wow, I would have never thought of that".

After correcting for biases (and waiting for any long term unseen benefits), if I am convinced that they are not adding value to the team, then it is my job to give that message as well.

Help people find and do great work

People do their best work when they are driven by internal motivation - curiosity, mastery, interest, excitement. To do this, I need to know what makes everyone “tick”. When do their eyes “light up”? (they become alert and engaged) and then help them to do more of it. In most cases, if people are stuck in work that is not internally driven, then the best option is to ask them to do something else.

I believe that my job is to help people become the best versions of themselves (this is also my parenting philosophy - I want my children to become the best versions of themselves). I love stories and keep reading novels. I find it fascinating to understand how characters develop and respond to the situations they find themselves in. I try and see everyone around me and their “character arc”. People need timely nudges to explore their own internal motivations. This is because our entire upbringing has been about self-denial of our own needs. Some people are also terribly lost under layers of denial and at times I find myself unable to reach them. In that case, if they are able to add value, I will not judge them as well.

Set high standards

As an organisation we aspire to be the best. We can only be the best when quality becomes an internal part of our attitude. At every point we have to become aware of the quality of our work and not proceed until what we are doing is truly excellent. Quality is an attitude, a learned skill, that comes mostly from the environment. India is not famous for its quality, so this is something we have to actively inculcate in the team. Setting high standards means sometimes being a pain to others.

Along with that I also have to stand up for the rest of the core values. This means stepping in when someone is being coercive, or inauthentic. When things are done with intellectual dishonesty. Doing great work is hard. It is like qualifying for the Olympics and requires years of patience and effort as well. As a leader, I have to be constantly aware of any kind of “sloppiness” that I see around me because then it becomes a culture to accept sloppiness. It requires radical honesty which is hard on everyone. It also means that even though we believe in democracy and self direction, people will see me as a “villain” and I should be fine with it.

Interpret the world for the team (and customers)

Everyone in the team also wants to understand where we are going as a team. How do we compete in the market, how stable our company is, what are the opportunities and threats in front of us, what is our (and their) future in the company. As a leader, I own this piece of the puzzle for them so that they can focus on what they do best. Also people automatically align their work to the story I tell them about Frappe. This story has to be aspirational, yet believable, and my honesty will be tested by every action.

This story that we tell of ourselves is not only important to us but also to all those who form a part of our community - our customers and partners. This story is also something that is constant work-in-progress and I have to tell our customers and give talks at meetups about it. The foundation of the story is that we are about to do something truly exceptional. If I don’t truly believe in it, then no one else will.

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