Tatsumi@zimet1 thank you Zimet, you are right!5 days ago
Are you sure you want to
Tatsumi@KeithMiller3 Yes, it is, but it worths. I really believe they suceed!5 days ago
Are you sure you want to
Luke Gos, Owner at Translation Firm Łukasz GosLooks good. Not spectacularly awesome, but really good. Overall, I'd like to work for a law firm or translation agency (I'm a lawyer and translator) or direct client that had that kind of culture. There's one thing which is disturbing, though: #109, while refreshingly honest and free of the 'we're all family' crap (when they obviously are not), sounds like an an attempt at some kind of intimidation (if you don't perform, we will be smart and cut you out, which is an obvious truth but people don't appreciate being reminded) or clothes-ad-style elitism (we'll fire you if you aren't cool enough). This undermines the entire culture thing and negates the effect of developing such things as 'company lore' which features the history of real people that worked there (let alone the bold claim in #113) by emphasising transiency and uncertainty. If that's what you think, it's probably better than anything else (for you, that is). But you may want to find a way to escape the risk of transiency emphasis. Edit: Oh, and I almost forgot. Good luck! You guys deserve a great future for your company. Edit2: It was a pleasure to watch every single one of the 155 slides. I believe in putting some requirements on a reader, like it was done some years ago, instead of short and dumbed down messages for a consumer population.1 week ago
Are you sure you want to
Keith MillerLengthy but well worth it. Seems like an insurmountable task to accomplish but would be well worth the effort.1 week ago
Are you sure you want to
zimet1@Dharmesh: Don't feel guilty about the number of slides; quality trumps quantity! But please reconsider disabling the 'save' option! I doubt many would try to print it out, but like a fine book, it's something to keep handy when in need of a good, inspiring read (e.g., when sitting on a plane, without wi-fi).1 week ago
Culture Code: Creating A Lovable CompanyPresentation Transcript
CULTURECODETHECreating a company we love.v22 13.05.16
WHAT’S CULTURE?A set of shared beliefs,values and practices.
WHY CARE ABOUTCULTURE?
A great culture helpsattract great people.
Culture is to recruiting asproduct is to marketing.Customers are more easily attractedwith a great product.Amazing people are more easily attractedwith a great culture.
Culture is to recruiting asproduct is to marketing.Customers are more easily attractedwith a great product.Amazing people are more easily attractedwith a great culture.Click to tweetthis quote.
A great culture helpspeople delivertheir best work.
CULTURE HAPPENS.Whether we plan it or not,culture will happen.Why not create a culture we love?
Lets make the company we alwaysdreamed of. Lets create acompany that will be a great placeto be from.REED HASTINGS & PATTY MCCORDNETFLIX.
Now, anobservation…
PEOPLE HAVEDRAMATICALLYCHANGED HOW THEYLIVE AND WORK.
THEN NOW.FOCUS Pension PurposeNEED GoodBossGreatColleaguesHOURS 9-5 WheneverWORKPLACE Office WhereverTENURE Whole Career Whatever
AND ALTHOUGHPEOPLE HAVEDRAMATICALLYCHANGED…
Manyorganizationsoperate as ifthey’re frozenin time.
They operate as if moneyis what matters most…
…as if the Internet hadn’tbeen invented...
… and as if amazingpeople are just happy tohave a job.
We’re different.
We are HubSpot.
We’re creatinga company welove.
This document is partmanifesto and partemployee handbook.It’s part who we are andpart who we want to be.
This document is partmanifesto and partemployee handbook.It’s part who we are andpart who we want to be.When something isaspirational (not yet true)we try to call it out.
THE HUBSPOT CULTURE CODE.1. We are as maniacal about our metrics as our mission.2. We obsess over customers, not competitors.3. We are radically and uncomfortably transparent.4. We give ourselves the autonomy to be awesome.5. We are unreasonably selective about our peers.6. We invest in individual mastery and market value.7. We defy conventional “wisdom” as it’s often unwise.8. We speak the truth and face the facts.9. We believe in work+life, not work vs. life.10. We are a perpetual work in progress.
We are asmaniacal aboutour metrics asour mission.
“Pursue something soimportant that even ifyou fail, the world isbetter off with youhaving tried.”TIM O’REILLY.Note: The O’Reilly Library at HubSpot is named after Tim.
OUR MISSION is tomake the world INBOUND.We want to transform howorganizations do marketing.
inboundis about empathy.It’s about creatingan experiencepeople love.
WE BELIEVE OURSIS A NOBLE CAUSE.We help organizations get morecustomers and grow.
We also reducespam, junk mailand otherunpleasantness.
Our commitment to our mission has earnedus the love of many.Our commitment to our metrics has earnedus the resources to further our mission.We are passionate about both.
Balancing this dual personalityof mission & metrics is challenging.But it’s also what makes usDIFFERENT.
Balancing this dual personalityof mission & metrics is challenging.But it’s also what makes usDIFFERENT. And sometimesdysfunctional.
One way we balancethese things is to have aguiding goal thatserves the mission.
Our guidinggoal isdelightingcustomers.
We obsess overcustomers, notcompetitors.
Have the courage to start withthe customer. My biggestregrets are the moments that Ilet a lack of data override myintuition on what’s best for ourcustomers.ANDREW MASON.FORMER CEO OF GROUPONIN HIS DEPARTURE EMAIL
FOR EVERY DECISIONWE SHOULD ASKOURSELVES:“Selves, what’s in it for the customers?Will this delight them?”In other words…
SFTC.Solve for the customerNot just their happiness,but their success.
SFTC.Solve for the customerNot just their happiness,but their success.We sometimes often haveto remind ourselves of this.
WAIT. Does “Solve For The Customer”mean just giving more away for free?Wouldn’t that delight customers?NO. To delight customers in thelong-term, we have to survive in theshort-term.Because…
Bankruptcompaniesdon’t delighttheir customers.
All other goalsshould supportour guiding goal.
We have a professional sales team.Does hitting our sales goals supportour guiding goal?
YES.Having delighted customers requires havingcustomers. (funny how that works)We’re on the path towards our Guiding Goalas long as we sell to customers that weexpect to delight.
YES.Having delighted customers requires havingcustomers. (funny how that works)We’re on the path towards our Guiding Goalas long as we sell to customers that weexpect to delight.This is the key. Weshouldn’t sell customerswe’re not justifiablyconfident we can delight.
WE LOVE TO TEACH.We believe success comes througheducating customers, not exploitingthem.
We areradically anduncomfortablytransparent.
THEN. (back in the 1900s)Power came from hoarding knowledge.Decisions were made behind closed doors.NOW…
Power is gained bysharing knowledge,not hoarding it.
“Sunlight is thebest disinfectant.”-LOUIS BRANDEIS
WE SHARE (ALMOST)EVERYTHING.We make uncommon amounts ofinformation available toeveryone in the company.
We protect information only when:It is legally required.Example: Information covered under aNon-Disclosure Agreement (NDA)It is not completely ours to share.Example: Individual compensation data
WE HAVE THE MOST INTERESTINGWIKI ON THE PLANET.*Examples of things we share and discuss:• Financials (cash balance, burn-rate, P&L, etc.)• Board meeting deck• Management meeting deck• “Strategic” topics• Lore & Mythology (the funniest page on the wiki)*Unverified claim
FROM
We have open access toanyone in the company. Nopermission needed.Nobody has an office.
CULTURE HACK.A large part of the company goes through arandom “seat shuffle” every 3 months.We’ve been doing this since the beginning.It reflects our “change is constant” credo.It also circumvents a lot of needless discussion.
The intent behind all thistransparency is to supportsmarter behavior and betterdecisions.So…
We giveourselves theautonomy tobe awesome.
6WE TRUSTOURSELVES.
Just because someone made a mistake yearsago doesn’t mean we need a policy.WE DON’T PENALIZE THE MANYFOR THE MISTAKES OF THE FEW.We only protect against really big stuff.
We don’t havepages of policiesand procedures.
USEGOODJUDGMENT.Instead we have a 3-word policy onjust about everything:
Social media policy.Travel policy.Sick day policy.Buy a round of drinks at an event policy.Work from home during a blizzard policy.Our policy on all of these (and most other things):USE GOOD JUDGMENT.
1. Team > SelfFavor your team overyourself.2. Company > Team3. Customer > CompanyWHAT’S GOOD JUDGMENT?
1. Team > SelfFavor your team overyourself.2. Company > Team3. Customer > CompanyWHAT’S GOOD JUDGMENT?We’re pretty good at thefirst and second – but thethird is tricky sometimes.Remember, acting in ourcustomers’ interest is in ourlong-term interest too.
Now, lets talk about whereand when we work.Generally…
Results matter more thanthe hours we work.
Results mattermore than wherewe produce them.
Results matter morethan how muchvacation we take.(we have unlimited vacation time)
We believe in thefreedom to work when,where and how we want.Remarkable results arewhat matter.This is what we believe.
So, we trust our leaders touse good judgment whenguiding their teams.
And we try to create awork environment wherewe want to spend time.
THEN.Influence based on hierarchyCommand & ControlNOW…
INFLUENCE ISINDEPENDENT OFHIERARCHY.
We want directionon where we aregoing…NOTdetailed directionson how to get there.h/t Simon Sinek
We don’t want just “managers”We want inspiring leaders.Passionate coaches.Tireless supporters.Managers exist to helpindividual starsmake magic.
CEO, VP of This,Manager of That.Doesn’t matter whatyour title is.EVERYBODYDOES REALWORK ANDGETS THEIRHANDS DIRTY.
Oh, and speaking of jobtitles…
WE HAVE TRADITIONALJOB TITLES AT HUBSPOT.It is a topic of intense debate.Options:1) No titles for anyone2) Make up our own creative titles3) Use traditional titles
WE HAVE TRADITIONALJOB TITLES AT HUBSPOT.It is a topic of intense debate.Options:1) No titles for anyone2) Make up our own creative titles3) Use traditional titlesWe ended up with the last option.Bummer. But, it does align with ourdesire to increase individual marketvalue.
Back to having autonomy…
Awesome isas awesome does.
HAVING AUTONOMY DOESN’T MEANCRAP IF YOU DON’T ACT.DON’T OVER-THINK IT.JFDI.(Just F*#king Do It)
With this kind oftransparency and trustwe can’t take chances when hiring.So…
We areunreasonablypicky about ourpeers.
You become theaverage of the 5people you hangout with.Drew HoustonCEO, DropboxNote: Drew’s a friend and on our advisory board.
What makes someonea great fit for HubSpot?What makes them awesome for us?What does it mean to beHUBSPOTTY?
There are 5 attributesthat we value in people.
Modest, despite being awesome.Self-aware and respectful.HUMBLE.
Wait. Doesn’t being humble meanlacking confidence?No.The very best people are self-awareand self-critical – not arrogant.Examples: Bezos. Buffett. Berners-Lee.(and that’s just some of the Bs)
When things go well, humblepeople tend toshare the credit.When things go poorly,they tend toshoulder the responsibility.
Gets sh*t done.Measurably moves the needle.Immeasurably adds value.EFFECTIVE.
EFFECTIVE PEOPLE ARE:Predisposed to action. They just startdoing.They have a sense of ownership.They’re resourceful and always looking forleverage.
Effective people findways to have their cakeand eat it too.
Constantly changing.Life-long learner.ADAPTABLE.
WAIT. What about good people that justwant stability and predictability?They may do good work, but they likelywon’t be happy here.Change is constant at HubSpot.
Has a super-power that makes themstand out in some way.Remarkably smart.Remarkably creative.Remarkably resourceful.*h/t to Seth GodinREMARK∙ABLE.worthy of being remarked upon*
Open and honest with othersand with themselves.TRANSPARENT.
HUMBLEEFFECTIVEADAPTABLEREMARKABLETRANSPARENTThose who will helpus create acompanywe love.We want peoplewith heart.
HUMBLEEFFECTIVEADAPTABLEREMARKABLETRANSPARENTThose who will helpus create acompanywe love.We want peoplewith heart.Yes, “heart” is a bit cheesy.We’re a bit cheesy sometimes.
WE DON’T JUSTBELIEVE IN HEART,WE BET ON IT.We hire, reward, and release peoplebased on the five attributes.
EXAMPLE 1:If you’re closed, arrogant and stuck inyour ways, it doesn’t matter howeffective you are. It’s not going towork out.
EXAMPLE 2:You can be remarkably smart, humbleand open. But, if you’re not effectivelymoving us forward, it’s not going towork out.
Compromising on culture ismortgaging the future.It’s reasonable to want to hire just for skills when theneed for help is painfully acute.It’s reasonable. But, it’s also wrong.The interest rate on culture debt is crushingly high.
Does this mean we only acceptthose that match the 5attributes perfectly?No. Confucius has good advicehere…
“Better a diamond witha flaw than a pebblewithout.”CONFUCIUS.
“We’re a team, nota family. We hire,develop and cutsmartly so we havestars in everyposition.”+1 We couldn’t have said itbetter ourselves, so we didn’t.
Don’t just hire to delegate.It’s tempting to bring people in that you can push offwork you don’t have time for.Hire to elevate.Bring people in that are better than you at somethingand you can learn from.
WITH GREAT PEOPLECOMES GREATRESPONSIBILITY.Success is when a group of peopleachieve their collective potential.So…
We invest inindividualmastery andmarket value.
We want to be as proudof the people we buildas we areof the company we build.
We believe ininvesting to increaseindividual market value.
We’re doing a few thingsalready…
HubTalks: Learning From LeadersClay Christensen“Innovator’sDilemma”Eric Ries“The LeanStartup”Sheila MarceloCEO, care.comColin AngleCEO, iRobotThese are small informal talks given at HubSpot.
Unlimited Free BooksProgram.Post a comment on the HubSpot wikirequesting a book.It shows up in your Kindle account.No muss, no fuss.No expense sheets.
Unlimited Free MealsProgram.Take someone smart out for a meal.Learn something.Expense it.No approval needed.No limits. No rules.Use good judgment.
THAT’S JUST THE BEGINNING.We believe in compensating fairly,but we want to invest generouslyin our learning and growth.We’re always looking for new ideas.
We compensate based onfair market value.Reality: It’s hard to know what marketvalue is. We think of it as VORP(Value Over Replacement Player)
THERE ARE TWO WAYS TOPROGRESS AT HUBSPOT.1. Gain mastery as an individual contributorand make magic.2. Provide spectacular support to those whoare doing #1.Reality: This is mostly true, butwe need a quant-based approachto measuring how true it is.
We defyconventional“wisdom”because it’soften unwise.
#inbound12We’d rather befailing frequentlythan never tryingnew things.
Why do we care so muchabout being daring?
We start out beingexceptional.As we grow, there is adark, powerful forcethat pulls us towardsthe average.If we regress to the mean, we fail.It’s that simple.
Remarkable outcomesrarely resultfrom modest risk.
1Simplicity is a competitiveadvantage.
Things start simple…
THEN COMPLEXITYQUIETLY CREEPS IN.ITS TOLL LIES BELOWTHE SURFACE.
WHY DOES COMPLEXITYCREEP IN?It is often the easy, seductive answer to short-term issues.Fighting for simplicity takes courage andcommitment to the long game.
WHY DOES COMPLEXITYALWAYS INCREASE?Because everyone adds complexity andnobody takes it away.Ironically, adding complexity is easyand maintaining simplicity is hard.
COMPLEXITY AND THETRAGEDY OF THE COMMONS.Example: “I need to hit my goals this month, soI’m going to push for this exception to ourstandard contract.”Result: You may make your goal now, but weall pay the price of the complexity forever.Focus on the long game. Team over self.
1Like software,Organizations should befrequentlyrefactored.Refactoring means toimprove internal structurewithout changing externalbehavior.
“Great companiesdon’t throw money atproblems, they throwideas at them.”Greg McAdoo, Sequoia Capital
“Great companiesdon’t throw money atproblems, they throwideas at them.”Greg McAdoo, Sequoia CapitalReality: We’ve raised over $100 million incapital, so we too often throw money atproblems – because we can. Working onthis.
We speak the truthand face the facts.
NO SILENT DISAGREEMENT.If we disagree with a decision ordirection, we have the responsibility tospeak up.We trust our candor will not be usedagainst us.
We have the right to clear, candidand constructive feedback. We canask for this at anytime.We’re replacing the traditionalannual review. Favoring more frequentfeedback.
WE LOVE DATA.We like to think our decisions arenot data driven but data powered.We like to think it, but it’s not true.We are obsessed with data.
DEBATES AREWON WITH DATA NOTBIGGER JOB TITLES.We disfavor pulling rank.
BUT WE ALSODISLIKEINDECISION
Data is collected. Debates are had.THEN SOMEONE JUST HAS TO DECIDE.An imperfect decisionis better than no decision.A controversial decisionis better than no decision.
1WE BELIEVE INWORK+LIFE,NOT WORK VS.LIFE.
Work-life“balance” ismisguided.
We reject the idea of putting intime at work and then escapingto life to be happy.We believe in enjoying life andenjoying work.We believe in work+life fit.
Work-life fit is a lot aboutflexibility.Flexibility to leave early if youhave a dance recital to go to.Flexibility to come in late if you’renot a morning person.
1WE ARE APERPETUALWORK INPROGRESS.
We believe it takes morethan talent to succeed.GREATNESS REQUIRESINTENSE COMMITMENT.
WE WORK IMMENSELY HARD.It’s not for everyone, but it’s part of who we are.We are on a mission to transform marketing.
WE ARE NEVER DONE.Never done iterating.Never done learning.Never done rethinking.
THE HUBSPOT CULTURE CODE.1. We are as maniacal about our metrics as our mission.2. We obsess over customers, not competitors.3. We are radically and uncomfortably transparent.4. We give ourselves the autonomy to be awesome.5. We are unreasonably selective about our peers.6. We invest in individual mastery and market value.7. We defy conventional “wisdom” as it’s often unwise.8. We speak the truth and face the facts.9. We believe in work+life, not work vs. life.10. We are a perpetual work in progress.
WE WERE INSPIRED BY• The Netflix Culture Deck (McCord & Hastings)• “Drive” (Daniel Pink)• The Valve Employee Handbook• “Rework” (Fried and Hansson)• Google’s People Ops Team...and countless others on the web.
They helped out despite having betterthings to do.• Patty McCord, Netflix Culture Deck• Rand Fishkin, SEOmoz• Jonah Lopin, HubSpot alumnus• Joel Gascoigne & Leo Widrich, Buffer• Hiten Shah, KISSmetrics• Jason Fried, 37signals• Garry Tan, Y Combinator• Dan Martell, Clarity• Ziad Sultan, MarginizePROPS TO OUR EXTERNAL BETA USERS.
THANK YOU.Congrats for making it this far.We would love feedback and discussion:CultureCode.comYes, we’re hiring.Click the logo.
Renato Marinho
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