Culture is to recruiting as
product is to marketing. Customers are more easily attracted with a great product. Talented people are more easily attracted with a great culture. Click to tweet this quote.
This document is part manifesto
and part employee handbook. It’s part who we are and part who we aspire to be. When something is still aspirational (not yet true) we try to call that out.
THE CULTURE CODE 1. We
commit maniacally to both our mission and metrics. 2. We look to the long-term and Solve For The Customer. 3. We share openly and are remarkably transparent. 4. We favor autonomy and take ownership. 5. We believe our best perk is amazing people. 6. We dare to be different and question the status quo. 7. We recognize that life is short.
WE HAVE THE MOST ACTIVE
WIKI 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 • HubSpot Lore & Mythology (the funniest page on the wiki) *Unverified claim
We protect information only when:
It is legally required. Example: Information covered under a Non-Disclosure Agreement (NDA) It is not completely ours to share. Example: Individual compensation data
WAIT. ISN’T HUBSPOT PUBLICLY TRADED?
Yes. We had our IPO in Oct 2014 [NYSE:HUBS] Usually, publicly traded companies can only share detailed information with a select group of “insiders”. This didn’t fit well with our culture. So…
HUBSPOT SEATING HACK. Many teams
go through a semi-random “seat shuffle” every 3 months. It helps mix things up a bit. It also circumvents a lot of office politics. We hate politics with the heat of a thousand suns.
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.
Compromising on culture fit is
mortgaging the future. It’s reasonable to want to hire for skills and experience when the need is painfully acute. It’s reasonable. But, it’s also wrong. The interest rate on culture debt is crushingly high.
We’re a team, not a
family. We hire, develop and cut smartly so we have stars in every position. +1 We couldn’t have said it better ourselves, so we didn’t.
Don’t just hire to delegate.
It’s tempting to bring people in that you can push off work you don’t have time for. Hire to elevate. Bring people in that can teach us something. Continually seek to raise our average.
THERE ARE TWO WAYS TO
PROGRESS AT HUBSPOT. 1. Gain mastery as an individual contributor and make magic. 2. Provide spectacular support to those who are doing #1. Confession: We have a lot of first-time managers at HubSpot. We’re working hard to develop them.
HubTalks: Learning From Leaders Clay
Christensen “Innovator’s Dilemma” Eric Ries “The Lean Startup” Patty McCord Former Chief People Officer, Netflix Deval Patrick Former Governor, Massachusetts These are private talks given at HubSpot.