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What It Takes: Vision, Mission & Culture

May 29, 2024
We'll have a lot of fun tonight. I managed to go around the tables and talk to each one about this. What we're trying to do tonight is make sure that you have the opportunity to participate in

what

you want. So actually not all of you necessarily went, but some of you were very good about filling out the survey and telling me

what

you were coming to class for, so here I'll give you some clues about what I hope we can do. cover but I also think it's okay if something comes up in the middle of class and you're like God, I have no idea why I was here, but then this occurred to me.
what it takes vision mission culture
I need help with X, that's absolutely great, so many of you came. He got straight to the point and said, for example, things like well, how do we define our

culture

well? That's the core of this workshop and it's actually very important to me that you get somewhere with this today, which is why the whiteboards are here and that's why. we want you to find your own approach to this. The way I approach this is not with answers at all, it's actually with questions for you because there is no answer to how you define a

culture

in which you will be unique. you're going to be specific to your company and it's also going to be really important to define that in person, sorry, in conjunction with who you are as a person, so another thing that I heard a lot about and the number of teams that talked about is what's up?
what it takes vision mission culture

More Interesting Facts About,

what it takes vision mission culture...

Hiring, can culture help me with hiring? I know it's a big deal for a lot of people in the early days, it might be pulling in your co-founder, so one of the teams said, for example, they have one to three more co-founders to bring this on board. it was City Bricks, someone from City Bricks here, um, yeah, so tell me a little bit about that before we move on, yeah, I think right now, I'm a solo founder of a startup and I'm looking to add one or at least. one or two more people over the next six months, so I'm worried that if I drive and define a culture before I find my co-founders, I might alienate someone who would otherwise be a perfect fit, but on the other hand it's like maybe defining a culture um and a starting point will attract the right type of person who is already suited for that so I'm not sure which comes first the chicken or the egg but it's like you can teach the class because that It was a great answer, I mean, there is no answer, there is no right answer.
what it takes vision mission culture
You need to decide if it's important for you to establish a culture before, for example, attracting your first Founders, because that could determine who you attract or whether you want to co-create it with them. in which case you will gather more values ​​and it may be harder work, but it will probably be more meaningful in terms of who feels ownership of that culture in the future and I will give you the opportunity to understand this from a practical perspective. We think of culture and we normally think of it as something very soft, you think of it as something that, for example, oh, I can't feel the culture, I can't touch the culture, so what do we want to define if it's something ? that you can't touch and feel good at the end of this evening.
what it takes vision mission culture
I want you to have some elements of the culture that feel very real to you, so anyway I wanted to give you a couple of examples to get you going because the point here is this. There are no answers, but there is an important takeaway here, that it is important that you have a culture and I will tell you why from the beginning, that is, if you don't define it, it will define itself and you You may not like this answer , but it could be a bacteria, that type of culture that you would not like, that would infect your company in the wrong way, that would not attract people, but on the contrary would make you unproductive, so define it as soon as possible. possibly you can is the answer I will give from the beginning, the rest is up to you, so why are

vision

,

mission

and culture important?
First of all, there are some elements of culture that are very tangible, so one of the most important is to have a

vision

and a

mission

that are clear about what you are trying to do, so that people who want to interact With you in whatever type of stakeholder wants to interact with you, what you are trying to do is clear, otherwise why would they get involved? and if you think about it on the back end, this is a customer, why would a customer interact with you if you're not clear about what you're doing, if you're not clear about what problem you're solving, for whom, exceptionally well, how are you?
They're going to engage with you if you're all over the map, so that's a critical thing, it's just as important as hiring, of course, because if people don't know what your purpose is and they can't relate to it, how are they going to do it? to get excited about this and you want them to get excited and feel compelled to not only join you but also contribute, so selecting the right people is very critical, so let me give you a counterexample so you can think about this as well. tonight. If you don't put out any Vision or Mission, it's the classic story that any road will take you there if you don't know where you're going, so it's very problematic in that sense too if you don't have a culture.
To find and start hiring people, what criteria will you use to hire those people? Sure you can do things like experiment with knowledge and skills, but if you find that you are fundamentally different in your values ​​about things like honesty or trust, that's a real problem because you could end up with a very disparate set of energies in your company even sooner. to start with, that's why this is important and if we do it right on the positive side, it should really help you. in your execution in building the business it should bring focus because everyone is clear about what they are doing it should bring alignment and someone mentioned this so I'll address it right away, logged in who's here from logged in okay you said something very important , this is a perfect example of why it's important, you said you wanted everyone to be on the same page, is that right, gulnas, yeah, tell us a little bit about why you think that's important, so I think now connected has been working for two years and Now we have version 2.0 and still we always ask ourselves every six months where we are going and each team needs to understand what we are doing again and what our ultimate mission is to be on the right path.
Speaking the same language internally and externally is perfect, so what Google just said is why this is so important. If everyone isn't clear about what you're doing and isn't on the same page, they don't have the same thing. Even how they talk about it, you'll find that your energies are wasted very quickly, literally, in all these different ways that people could, for example, explode, so that's a perfectly good example of why alignment is important. . What about Agora? Anyone here from Agora? yes you said something very important, you said you wanted to align your teachers with the right culture but you didn't know how to do it, so tell me why you think that is important, so for the context agoram is a platform that wants to give opportunities after school for children in Spanish who live in Latin America and do not have access to interesting courses that can develop their hobbies or passions.
For example, you can take math in school, but in Agra, after school, you can take design in your video game. Basically I am a market, so I find teachers and try to provide the availability of these teachers to the students. But ultimately I need to train these teachers to deliver what they want to deliver, so it's always a concept about how much I need to be in the middle. And I do it and in some ways I need to be very agile in bringing teachers in by showing them the culture I want them to have, but also freeing them up so they can freely do whatever they want.
So how can I maintain that alignment? How can I like myself? part of it, but let it grow and then don't let it become a mess where teachers provide a different culture through different classes and I think it's an alignment, a mystery, but probably after this session it will be perfect, so again you could teach the class because The way you're thinking about this is exactly how I think we should all think about it. Imagine if you could give people, instead of a rule book that said, these are the things you shouldn't do or, worse yet, a set of instructions that they had to follow, which was frankly the opposite of empowering, imagine if you could give them a culture that made them feel like, oh, I'm incredibly clear that I'm empowered and then align around a very clear vision, mission, and purpose that everyone could achieve. behind that would be really attractive to your potential teachers and, like you said, really empower them, so that's what we're talking about tonight, that's why it's so important, that's why it's not really a soft thing, it's a very hard fact that The largest and most successful companies, you can go and see this in Fortune 500, you know, analytics tend to be the ones with the best cultures, they're the best places to work, they're the places where all the people want to go and work, so that this is really It's exciting that we can do this right so let's put it all together because sometimes people lose track of where everything fits when they start a business and I want everyone to have a very clear idea of ​​this so let's start from the beginning , obviously.
You have to have some kind of value proposition that addresses the type of problem you want to solve or perhaps an opportunity you want to exploit. There's a whole Startup Secrets workshop on that, I think it'll be in a few weeks, so that's good news. I don't have to think about that tonight, but imagine if you had a very clear problem to solve but not everyone agreed on what that problem was. That's what vision and mission are really important to all of you. They need to know where they're going and by the way, we all know these people make decisions all day, you can't keep going back to the well to check if the right decision is the one you want this culture to empower people and align them with, like we ended up to listen to, they are very well articulated by Ágora and as you can see at the bottom here, between those two things, I have written a keyword and it is not culture, it is coherence because what you want is a platform that people can trust when they touch this touchstone again, so to speak. of what they're doing and why they're doing it and, in fact, how they're empowered to do it, what their cultural values ​​are, etc., you can rely on that because, again, if that keeps changing, you're going to be in a lot of trouble. . now companies get in trouble so let's talk about I've never actually backed a startup that went from zero to a billion dollars in a straight line it just doesn't happen they're usually the exact opposite they have this amazing journey that I call it the start doodle and it's like you know if you're lucky it ends up in a place where hopefully great value is created, but in these moments of disappointment or in these problems that you're turning or in these places where you're trying to raise money, or when for example you suddenly discover that you are in the wrong market, you have big challenges to overcome, all these are typical of startups, the only thing that can help you achieve this is culture and let me tell you.
Give you a story so you can understand. I have experienced this many times. I'm lucky to have backed some great founders who were one of the first companies to get into the SAS business. Well, SAS wasn't even a word back then. and then we suffered so much trying to build that business that at one point my entire society declared the company bankrupt because they couldn't understand the economics of SAS, they hadn't been invented, we were busy writing that book at the time, so that was The Problem number one, problem number two, was that the founder had taken away the intellectual property of a previous company and they sued him and the next thing we know we have to remove him from the CEO position, hire a CEO position and hire a new one.
CEO. It's starting to get interesting now that we're in the next phase of growth, these are all twists and turns and by the way, you know the lawsuit could have brought the company down, any of these things could have brought it down. and in the midst of that, we faced a big challenge: the markets decided that this is actually a business that needs a different business model than the one we have. By the way, I'm very happy to tell you that we did it. I don't accept that we actually stuck to our business model and that company became a very successful IPO and was eventually acquired for 2.8 billion, okay, but what was consistent in that culture, so that story I could basically repeat it for almost every company I've ever backed.
I'm lucky to have a founder here that I've worked with and a CEO, so you can talk and find out what happens in the tough times, but it's really really important, so any questions before we go on about why we're. domade, where it comes from and how they use it. I mean it's very achievable so if you do this right you can come up with some very good things which are all three of these amps and then the last one we already talked about is whether it's motivating obviously it's a personal judgment but The question What I would have is if any of you want to work for Sweet Green.
Not immediately, they are all founders. They have other better things to do, but anyway, this is the point where they do want that reaction, by the way. Someone says wow. I really care about health so much that I want to work for Victor to solve that problem because the supplement business is huge and there is a lot of waste and problems associated with it. I'm motivated, please talk to me, bingo, bingo, good. For you Victor, okay, so Giovanni, let's make it clear why vision and mission may or may not be important to merge, but what are they?
Yeah, thanks if you could come and tell me why later, that would be great, my problem, right? now I can merge both, but at the same time, if I also think about LinkedIn, what is the mission of LinkedIn, that's why I chose it because in my opinion it's very vague. I don't like it, I'll give you one. I mean, I have so many of these that I mentioned in previous classes. One that I preferred was Airbnb. How many of you stayed in an Airbnb? You don't need a vision or mission for that, it's pretty obvious that there are all kinds of great things about it, including that it's affordable, but as it turned out now, they've realized that it's not just about the expense they want.
Giving people better experiences, better travel experiences so that their whole vision and mission emerges, that it has evolved and that I don't really have to focus on the vision and the mission, but rather on the potential impacts, that is one of the things that I definitely believe in that is from what I told you, you know when I was walking what is the impact that you want to have with your Visual Mission if you can say, for example, that you want to change the health of the world or you want to improve misinformation or you are very sure who has something they want to bring up just so we can challenge it, challenge me on that accessibility for what, um, if you have disabilities, if you have disabilities, then you want accessibility for people who have disabilities in some shape or form, people can understand, you can understand that.
If you're going to help people get better accessibility because they're disabled, that's going to have an impact, so however you bring this to light, that's why I don't want to be too precise about it, but the 4M should still apply, so just make sure you don't lose track of them we want it to be memorable enough that people aren't going to walk in the next day and say well, what do we do again? It's not what you want, you want it to be manageable so that it is Clearly when you do this it is possible to use the word that Willow came up with and if, for example, you can clearly say that it is motivating and that you are going to have people obligated to engage with you, then I'm just going to make it a lot easier to do things like hire, attract funding, and most importantly attract clients, partners, etc., so I stick with four amps, I don't worry too much about getting it perfect and I don't I worry about the distinction between vision and mission.
Make sure these things are being accomplished and that you feel like using your word. You are going to have an impact when you do this. You have a minute just because I want to go back in time to think of a word that I know is memorable in your mission, so my favorite word that I saw, I didn't understand it, everyone was obsessed and I love that word because I like it, it will be memorable, but Tell us a little bit about why you chose obsessed because it's triggering. it works in any context you use the word obsessed like it comes to my life my wife and I tell her everything she knows that I love I say I'm obsessed as a strong feeling even if I couldn't agree more um I want to thank you indonga.
I will never forget this class. Now I'm obsessed with abdonga. A great perfect example that is memorable. Now it was much more difficult Vivian and I will try to help a little. Vivian told me that the word that came to mind was data, but she acknowledged very well that it's not necessarily memorable, but then when she told me what she did, which is, she will use data to help people in neuroscience better understand brain. I like it to be memorable, so I'm not going to give you the answer to what you might choose, but I'll ask your colleagues to work with you and say, God, that's really cool stuff.
Everyone would love to understand the brain better. It's still one of the least understood parts of the body after having brain surgery that I don't want to get into. I can tell you that's something you really want to understand so we can talk later. Experiment for yourself. I'm not sure I'm ready for that, but as you can see, I need a lot more brain surgery, so thank you very much, it was fun. Now we move on to the next part of this, which actually has to do with culture and, like me. I told you this is the only thing you want to be consistent throughout your company, so it's a little more challenging because we don't want this to change down the line like a pivot and, you know, go to different markets, this is What we want is for it to be the foundation of the company, so I will start at the most basic level, which is with some ideas on how to build a culture from scratch, which is starting with values ​​and it is a very difficult topic.
I think the best way to start is with an example. How many of you have heard of HubSpot? Not enough. So I'll tell you what it is: it was one of the first companies in Boston to get into marketing with a new approach that is now called inbound marketing and Brian Halligan came to this same class, joined one of the secrets of the startup and told them He told everyone why inbound marketing is so important, so you can look it up on the Harvard iLab YouTube channel. I think it's in um. Mercado, yes, the secret market kickoff session is going on and he talks about what they do, but that's not as important as how they've done it and in fact, they're famous for having built a very strong culture and I'll say that. . in the workbook for you because it's fun to watch, idiot Shah, who brought this particular culture to life, one of the founders and co-founders of ctOS and ctOS helped codify the culture and therefore who made the question about coding was uh mahashi, so uh yeah. is the quick answer, it's very important to figure out how to codify your culture so that it's reinforced, operationalized, etc., in the future and the way HubSpot did this was they literally created a platform that I think at some point was like 60 70 80 pages long, but it's too long for people to read and remember it every day, so they finally had to narrow it down to five things and this is what they came up with.
The important thing about this is what is done to put it into practice. How do you make sure that people actually work out for the customer what I want to choose? What's really fun to me is that we think our best asset is amazing teammates. When I read it I was like hmm, that's different now, what does it mean? I mean anyone wants to guess why I chose that one, like you were going to go to work there and you said well I hope my best benefit is healthcare or it could be foosball if you want, but no, that's awesome guys, go ahead, Victor, well guys, your colleague is the number one reason people leave the company, so I guess if you have an interesting colleague to work with, where you can exchange new ideas, who you can trust and basically everything else depends. in pairs, like long-term impact, autonomy, accountability, transparency, it all goes back to the type of people you work with in each business, so it doesn't matter what your particular interpretation of this is , the only thing we could all say. is the following, obviously every business ultimately depends on its people and so if you have amazing colleagues and you really enjoy working with them, there are two things that come from that, one, as you just said, you will be attracted to stay over there. and continue to work with them, but you'll probably also be more likely to be successful than the next company that doesn't really care about its people and doesn't focus on, for example, creating that same culture, really amazing colleagues and what did I tell you before? that you are all amazing people if you can show up together and help each other, amazing things can happen?
So I found that it's a very good example of a differentiated culture that feels actionable if we can really focus on for example, building a company where we have amazing colleagues who can solve problems that they can build, etc. together, so the best sandwich to start building a culture is to identify your values ​​and some tips. Here we've already talked about some of the things you think are the only ones you know you're qualified for or have unique experience with. Now I will ask you a very simple question: what is the value that your company needs and why, and before I answer this question, let me give you some.
Clues: There are some things that you probably have to live through, like these difficult times that I've talked about, where are you going to need this courage, what is that, what do you think you need when you really find yourself in a difficult situation, what is it. It will be very important to have someone in your company who can help you through this winding path that I drew, so it could be a clue, another clue could be something that you share with your family and friends and say you know every time I tell a story about my company or my company, this always comes true, they always say hmm, it sounds like you valued it, this could make a difference, it could be improving health, it could be building, it could be something like that, but it has to be authentic to you and then here's the one that I think is a no-brainer for all of you, you all have one of these, there's something that's non-negotiable for you, so I'll tell you what mine is, honesty, I like it, I mean it's so fundamental For me, if I don't have honesty in my relationships, nothing good is going to come out of them now.
I haven't gone so far as to define it even more specifically. I like proactive honesty, so I don't want people to wait and come tell me. What they think, I actually encourage them to come forward and say, you know, Michael, you talk too much foreign, what is a value that your company needs and why did you do what I hope you do after class two, which is that everyone started researching what they're great at, so this group has great group strength. What I saw was that a lot of you were starting to think about the things that mattered to you.
Look at the forums, they are fantastic and serve passion, dignity, courage, mental health, ownership, empathy, networking, EQ, Integrity again. money, let's see, okay, that matters, that matters. I'm not going to judge any of this care. It was just below that. Very good. This board is fantastic. Passion. Optimism. What we're going to do, but it's going to be incredible, and what a great set of human values ​​there are here, empathy, resilience, credibility, so look at this team, this group, in a few moments, they quickly came up with some values. By the way, I care now, the difficult thing is that they can all sound great, but how do you choose one or two that you really think are absolutely critical because people can't remember 30? uh you need some so I'll give you an example of how hard it was for me to start a new Venture company.
I absolutely had a vision and a mission and it still hasn't changed. I want to change Venture forever. There is a double meaning in that and it is intentional. I really want to change Venture forever and the way we do it is by using a community which is a model designed to bring the best people at the right time for the adventure, to play depending on the domain, stage or role that needs them and I learned . a lot of open source, it's all great, but how do you boil that down to a value that we're going to constantly play with?
We came up with many to start with, but now we only have four. and one of them that I will tell you is to actively evolve, why is that important? Because I realized that every day we wake up if we actively evolve to listen to what our Founders and entrepreneurs need and their world is constantly evolving, for example, you know where they are. are in the scenario of your Venture, what market you address how it has evolved and we can actively evolve with them to understand how to help them, we could change Venture forever, so that's just an example of how I related these things now, the good news is you .
We have some great values ​​here, so all you need to do now is think about how they will evolve to support your vision, your mission the way I just described it with you and that's a dialogue that you could have as peers. It's a dialogue you can have. As co-founders, it's a dialogue you can have with anyone and I encourage you to do it. I'm going to return to a key test. See if they had to choose just one and now the exercises go up and circulate on their board which one will you need when it's really difficultwhen things go wrong you are in the depths of despair or at the lowest point of disillusionment what is the only value you should have well circle one on your board we have some really good ones there is a discussion in the room that is very funny and a group just can't understand it, which by the way tells me that they are going to have problems working together as a team and by the way, I'm not kidding.
When I say this, this is what happens, this is the real world, right, if you can't agree on basic things like what values ​​really matter to you, you're going to have a hard time working together when the going gets tough because we'll argue. about whether we care more about honesty or boldness, for example, or optimism versus growth mindset, actually, the two might fit together anyway. That is why this is such an important exercise and that is also why it is so important for you to be on the same page. We talked before and why it's so important to do this early because if you attract people who have completely different considerations, it's going to be a challenge for you, but the good news is, look what we came up with.
This team is so smart that they took two. One of their values ​​must be marketing somewhere and empathic resilience came up, okay, uh, integrity over here and I think integrity over here too, can you say why? Because obviously that's a pretty fundamental thing. I think that if you're doing the right thing, even when things get tough, everything will work out, especially if you have a team that depends on you and you take shortcuts or do something unethical that has side effects that impacts their lives, their families, so just thinking about those long term and short term effects is great and what I love about that is, honestly, any team that can say we have deep integrity or whatever their way to express it so they can trust.
I ask everyone on this team to know that they are not going to worry about anything other than being well, so what problem should we solve? They will not think about him, even if I trust this person or can think about you. I know how I'm working with them, I'm not going to go straight to building or solving problems or anything else, it's fabulous and the last one here is determination. I love it because it requires a lot of perseverance and a lot of other things someone else came up with. With this, this team also came up with following all these steps, so if you have courage and integrity and you are empathetic and, uh, you have it and you both present integrity, give us a word, just try it one more time, what would it be?
I know incredible passion, okay, passions, one of those things that you can't do if I don't embody passion. Now I tell you what really matters to me, which is you, innovators and entrepreneurs, breaking through and doing things that I don't deserve to be here. It

takes

passion, it

takes

passion, determination and integrity, so you will create your three four five, whatever it is, and they, if you do the work that you have been doing tonight, they will be memorable and you will have all kinds. of great things that arise from that great job so well done.
It really impressed me, so I have a little joke here, which is that I often teach at MIT, for example, and I deal with engineers in the room and they just don't do it. Let's leave this question as if these are all soft words, what do they mean, how does this actually work in practice, so I finally came up with this phrase, which is culture, it's really like establishing an operating system for your company, it's empowering your people, though like You're opposed to running your apps and if you have a crappy OS, you don't run apps on it, so engineers can relate to that.
I describe culture as the same if you have a shoddy culture, no one understands it, they can't relate to it, it doesn't feel real and it's not authentic and you don't live it, you're not going to lead you're not going to empower your people. effectively, so that's the bottom line, but by the way, I have some other startup secrets for you. this name Startup Secrets just to make sure you understand my goal is that there are no startup secrets like everything we could expose that will help you accelerate your business, we need to come out, that's the reason why this class name came up, so this starting secret is something that I hope you see on the next slide, so let me turn up the slide and then see what you can guess, so I hate remembering 911 for obvious reasons, it's a horrible image and in the heat of at that time, a company called Enterprise Rent. -A-Car is still around today had a very interesting time, people didn't want to rent cars the way they traditionally rented cars i.e. two way rentals because I guess all they wanted to do is get out of New York, What did Enterprise do? he said yes you are our customers you need to get out of town here is our one way rental do it how do you think that made the customers feel pretty obvious.
Great, do people remember Enterprise rent a car for that particular time? Anyone who has done it. that day absolutely and that's what you want as a culture, you want a culture where and this is the secret of starting when you're not looking when you're not thinking about what could have been the circumstance in which something comes up that was completely unexpected you The team does the right thing, it's a powerful culture and what's really important is that most of the time you don't want to look, you're trying to empower your team, you want them to feel like they know what the right thing is.
What they need to do is act with integrity, they will have resilience, they will show passion, they will care about the customer, all of these things when you put them in a good culture not only empower your people, but they allow you to do really great things that make a difference. in the world, so that's what I consider culture and the basis on which you can really make a difference, so instead of calling it on my terms, now you have the opportunity to Think about this on your terms, but I just I'll give you a simple thing to think about.
We have already discussed how you as a Founder have certain values ​​that are non-negotiable for you, for example integrity, if you have them, that is a starting point now you have to attract other people around you and you have to pretend, making sure that it ends up being something that is truly the personality of the company, that this is how you really embody it and if you've done well, if you've embodied that in the way that you act every day, then people will do the right thing and You'll write a one-way rental or respond to a customer's problem you've never heard of before, perhaps giving them something. free or just taking that extra moment to explain to the customer why they're screwed and that you're sorry and how they could fix it, those are all things that come out of this and the reason I bring this up. at this point it's because there's a framework here that I think you can use, you need shared values, which we just talked about, if that team were literally going to start a company, the first thing I would ask them to do is think.
Well, you've got a lot of stuff up there. What are the shared values ​​between you? They don't necessarily all have to be the same. Guess what the real difference is? So we're not saying we should have a normalized culture. I actually think it's really important to have diversity in your culture, the more different opinions there are around the table, for example the more different the backgrounds, the more likely you are to represent the world at large, which is incredibly diverse and has all those different opinions, so you want that, so, we're not saying no, everything has to be one thing, we're saying they need to be shared and you need to have some guiding principles between you, like, okay, we can all come from different places of the world. different religions Creeds, whatever it is, but one guiding principle that we have is and now I'll pay tribute to HubSpot and maybe other companies that know this, what is it, are we going to solve for the customer or put the customer first, now I thought it was like that. easy, sure, I'm about to challenge him.
What comes first? Your team or your client. There is absolutely no answer. That's here. There's no answer. That's right. What matters is how you are going to explain it. So our team at the top left has decided to redeem itself we're going to have to give you a name by the way what do you want to be called divided? okay, someone gave you your name, that's what happens, culture is defined if you don't define it, it's defined by others So, the divided team, would you like to tell us how you aligned? We chose the team because we believe that when you start trying to satisfy the customer, you lose the values ​​that each of the individual members wanted to start with, so we believe in that team. values ​​yes, we believe that team values ​​are important for that reason sorry, it's not necessary sorry.
I think you are all incredibly brave and I am very defiant. I kept asking them all these difficult questions, so I said I don't think they exist. is an answer. I think the important thing is that you can explain it and that you are clear about why you can explain it. So how do you think they did it? I thought they did very well, thank you, well done, you are now the team. aligned not divided and you're aligned you're going to put your team first so this is an example of why culture isn't that easy in fact everything felt great up until that point and then I was like you know well what's up with this? situation, so one of the ways I love for you to test your culture is to discuss how you're going to live it for your client to tell you, but you promised me this feature in the roadmap and you haven't delivered it.
For me, why not? Mark and I have been in this situation, why not and, by the way, why not you. In fact, I'm going to uninstall hundreds of thousands of dollars worth of software. We're both laughing at first, but it's a real example: Now you could fire your VP of Engineering or your founder or whatever, or you could say you know what I actually think I'll need you in the future to fix the problem. of the next client, why don't we address that? with the client and telling him we're really sorry, we can't do that if he thinks it's not right for us, you know what we probably shouldn't have him as a client, which Mark was brave enough to do. and guess what we live to tell another day and serve another customer, so this happens all the time, so again, this is why all these cultural things come back to that thought: they are the operating system that allows you operate successfully in difficult times like As much as the good times, the good times are easy, everyone looks good when the tide rises and all the boats rise, so the last piece is now an important piece, which is how This is put into practice so that it is something that people can be held accountable for. stop and what can you say hey, what are you doing?
You know you don't live up to our culture and that's really important because you don't want people who don't live up to your culture destroying your company. like One Bad Apple can spoil the barrel, so go on with this, what's a behavior that you would like to model in your business venture that if someone didn't model it you wouldn't want it on your team and now this one? Again we went back to the group boards and I said one, so don't put 10. Now just discuss as a group, something among you would say that you want to model this in your project among yourselves and if someone doesn't display it, you wouldn't do it.
I want you on the team, there are some great words here and the interesting thing is that some of them are completely different from the values ​​you would choose before, so our aligned team has Joseph, who chose a new value that was not in any of the other forums, which is very interesting, so there are other things that were very aspirational, but when it comes down to it, Joseph, why did you say that if someone doesn't have honesty you don't want them on the team because we want to create the environment ? in a transparent way and we can share our value together in that kind of environment, so if someone who is not honest will feel a little distant from our value, amazing, so I completely agree, it deserves a round of applause, although it is funny. because that is one of the values, I told you that you know, proactive and open honesty, openness and honesty is one of the things that I personally also believe in, but if I do it it is not so important, the interesting thing is that that value is not. on your other board, that's why this exercise is also so important, at some point you have to say okay, but what is so critical that I can't work with someone unless they have this value or we agree?
Another wonderful one here and this is Kavita. Can you share why you chose respect? Respect for me and my company would be very important because a company would go through many ups and downs. At that point, the pressure points, it is very important that each one. We all respect each other with all those highs and lows and from the culture that I come from in India, where caste plays an important role, so by respecting each other, we can be from different cultures, but without carrying that baggage withus, respecting each other, I feel will provide a highly productive environment for the company, also fabulous, fabulous, so what I love about listening to you is that you will have these things and you will talk about them with such passion, so I am lucky to have been in India.
I felt like In their culture, I was always surprised to go to dinner and have three or four generations in a family serving dinner with enormous mutual respect, whether they were 80 or eight, and that's something if you can bring that to a company. . and I love the way you said it wasn't just mutual respect but respect for the company and you could take that value and say respect for what we're doing, respect for our customers, respect for all of these things, if that's what it is. a really deep value that is authentic to you and that can be so empowering in such an enabling case for your business, so Bridget, you wanted to talk about navigation, you said you needed to explain this, yeah, and then we'll have a lot of Thinking about a lot of very new situations for everyone on the team, uncharted waters is the right thing to do, so I was thinking about being able to navigate those that require things like honesty, respect and EQ, you know, that's how I interpreted this word, like being able to navigate in them and remain. cohesive as a team beautiful well I mean no matter how that word came about your explanation was wonderful so congratulations again that's actually the best way I could have embodied what I was saying is the journey you're going on .
Go on, if you could navigate all these twists and turns, these ups and downs, these ups and downs and you had the empathy, the resilience, all the other things that you came up with along the way to do it, what great value, great, great, I really feel like if I did. Just stop the class at this point, you would have done very well, but there is a I want to give you some advice, so this is fun and embodies the Amazon culture in a simple physical way, so those of you don't know this story when Bezos founded Amazon, literally taking the door off its hinges and turning it into his desk.
Why do you think he did that? I can tell you it's running on every truck you see, which is Amazon today, yeah, what does it show, uh, it's being frugal. Bingo, what do the trucks say? Has anyone been watching Amazon trucks pass through your neighborhood? They have two things, I'll tell you low prices, fast delivery, pick two that are a vision, a mission, a culture, a value and a whole set of things right there, in two words, low prices is obviously what I was trying to embody. Here, he wanted a frugal culture and started the company immediately with that mindset.
Amazon drove its entire cloud business on a simple principle: not only will we innovate faster, we will have the best cloud services out there, but we will constantly lower prices, that's how they originally took it. At one point they had over 60 percent market share, so now you know, a tens of billion dollar business because they had it built into their culture, so I'm not going to do this tonight because I don't have the ability to take you to your physique. spaces, but think about what you could do in your physical spaces or in your virtual spaces to embody your culture that people could touch every day there was the door that no one at Amazon forgot, okay, so this is putting it back running and um.
You know, I think a magashi you asked about this, so we'll address it again, which should be something that you can relate to, that's personal to you, the things that we've talked about, that you can participate in and that you can act. You can always reduce prices, for example, you can always improve delivery. In fact, Amazon used to have a third thing and I think it's still there, which is an infinite assortment, an infinite variety, so there's always an option for you, so the exciting thing about this is You can also do this again with a frame in mind, that is, if someone doesn't know what the right thing is and you've said, look, it's faster or cheaper, then you know what the right thing is when there are decisions like how should I serve this customer well, should we do it more faster for them or cheaper for them, cheaper for them or give them more options so that it can be incorporated very clearly into what it does and you saw the example with um now Amazon with That example you've seen with HubSpot in terms of how they want to solve it for the client.
You've seen it with Enterprise with the way they empowered their employees and we could probably go on and on about examples, but the point is to test you. Saying "okay" when there is no obvious answer, what would anyone do? I already gave you this starting secret. It allows you to do the right thing instead of the easiest and most obvious thing, and it should be possible when you're not there and you don't do it. I have a rule book or anything else, here is one that is an anti-example for me, how many of you use Facebook or not?
It doesn't matter, this is your set of operating principles. By the way, I have nothing against it. I mean, I'm a user. I think it's a great company that did amazing things for the world, but when they claim to keep people safe and protect privacy, everyone laughs. I don't need to say anything else, so now if I say Apple and privacy, what do you think? everyone nods their heads, they fought the government, they stood up to them, they said no, they can't hack our phones, sorry we're not going to give them the back door, what are they advertising the iPhone for these days?
Privacy is one of the keys. things face identification, so it doesn't work if you present values ​​that you can't live up to and people laugh at you. It's actually anti-culture at that point, it works when you just deliver and under-promise. Well sir, one of the things that has to be in a company for this to work is good communication. If you don't constantly communicate what your vision, mission and culture is, it won't flow, it's the lifeblood of your startup. informally or formally, you can do it around the water cooler or you can have company meetings once a month or you can have town hall meetings once a quarter you can do all of these things, but whatever you do, don't assume culture, don't assume your mission or vision and never take for granted how things change around you, that's why, like I said, we choose our value of active evolution because you will constantly have changes around you and you will need to constantly reinforce and communicate how Your values ​​and your vision and mission still apply, so there is a great example of this.
You will find it in the workbook and on the slides. I encourage you to read about it. Gitlab. They have a great way of talking about communication. What does it mean? How can you convey your message in the correct format through the Power medium? How do you test it? Etc. I am going to give you my initial secret with a simple example to know with absolute clarity that someone has good communication skills. You can have a criterion like: oh, they are very clear, they are very precise or you know they articulate well, but there is a litmus test, what is the litmus test?
When someone communicates well, you can explain it to them. Wow, from the beginning, say why because. it means that you received information, you internalized it now you can, you can share it with someone else, you perfectly said your name is yes, so Dan is the one you should now go talk to about communication perfectly, the truth is that there is really no way to feel that You have If you have had success in communication, you should prove it, you should feel that someone can authentically communicate with you with as much fidelity as you can hope for, so 100 fidelity would be ideal, exactly what you just communicated, which may not be just words. be it the intention, it may be the feeling, etc., but that is the measure of good communication.
Thanks Dan, it's an easy thing for you to do. You can try it every day. What do we do? We send surveys all the time to our founders or our entrepreneurs, I think you had to answer one recently, um, Mark, we send them to our investors, we send them to all the people that we talk to regularly to say, well, are we doing what we thought we were doing? Our message will be conveyed if we listen to it. come back differently, which we often do because of the way we do well, why we don't make it clear and so I encourage you to do it.
By the way, it's also the number one thing to do when you start your business, which is if we're going to find out what problem you solve exceptionally well for whom, so for your value proposition, you're going to need to listen to your customers, what's the most important form of communication as to what their need is or what the opportunities are that you see and You're going to need to test that communication with them by saying I heard your need is X. I heard that right. If you can't start there, you're not going anywhere, but if you can start there and you can listen. which has said that, in my opinion, is the most powerful form of communication and you can listen to your customers' needs or pain points or the opportunity to have something solid that you can build on, so how do we reinforce this?
I like to have a little fun, we gave examples of the door that have to be substantial for this, there may be things like rewarding people, but it's also how you reward people when things go wrong, so you reward people for fail, I actually think it's a great thing to do because you're never going to make a breakthrough. People aren't trying to do things they've never done but have been done before and if you're trying things that have been done before, you're going to do them. mistakes and you want to fire someone for doing it or you want to reward them for trying.
I know which one I would choose, but that will be your choice and then you want the rewards to always, for example, come from above, what do you want? you want to have peer-to-peer rewards you want to encourage you know peer-to-peer communication and peer-to-peer recognition uh in the underscore we create the cheapest form of reward system you can imagine it doesn't cost us anything it's a virtual system where we allow all Those who are lazy give each other insults and they can give each other an insult at any time. There are only five that can be given per day but we all give each other insults for, you know, insults for having taken care of that particular entrepreneur and having found this person. tacos for the fact that you supported your teammate when he was in a tough situation tacos for a mental health solution you came up with for one of our founders who was stuck with a kid at home, we get tacos all the time and for right, as a result, you know at the end of the month we don't have to figure out who should be what we call the Kick-Ass team member, we just look at the number of attackers they got.
Super simple cost, nothing incredibly easy, just an example to give you some fun. to think, okay, it has to be authentic, you can't just borrow mine, start handing out attackers if it doesn't mean anything to you, the reason we chose tacos, by the way, is because one of our team loves them the tacos you can't get. For her, National Taco Day is more important than any other day of the year, so it is authentic to us and the bottom line of all this is that you have to live it, you have to lead by example, you define it and that's why you.
You have to lead by example and if you do all this you will get a great spot and I love this particular seat, cite an example because it is very real, which is for those of you who have seen how well Southwest Airlines has done, they always have done it. I am an embodiment of the culture as Herb said you know anyone could copy our Playbook if they wanted but no one can copy our culture and that's what sets them apart and that's true for a lot of companies. When you think about it, you will have your own favorite. example about that, so bringing it home and putting this all together is really about finding this platform of cultural coherence that, along with your vision and mission, can get you where you want to go and if you present it in a way that people can relate to. relate to that which empowers them and that they will also feel, for example, as motivating as it is memorable and that they can then communicate, reinforce consistently and live it, they are going to build a great company, thank you very much, foreigner.

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