Kapost culture 7.2013

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outline of Kapost culture values

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Kapost culture 7.2013

  1. 1. KAPOST CULTURE JULY 2013
  2. 2. THIS DOCUMENT OUTLINES THE PRINCIPLES BY WHICH KAPOST OPERATES AND BY WHICH ALL OF US INTERACT WITH EACH OTHER
  3. 3. IT IS A WORK IN PROGRESS: WE ARE ALWAYS REFINING IT IS ALSO ASPIRATIONAL: WE STRIVE FOR IT, BUT RECOGNIZE WE DON’T ALWAYS ACHIEVE IT
  4. 4. BUT WHILE IT’S ASPIRATIONAL, EVERY ONE OF US CAN HOLD EVERY ONE OF US ACCOUNTABLE TO THESE PRINCIPLES
  5. 5. KAPOST CULTURAL VALUES 1.  WE TAKE OUR JOBS VERY SERIOUSLY 2.  . . . BUT WE DON’T TAKE OURSELVES SO SERIOUSLY 3.  NO JERKS 4.  WE ALL KNOW WHAT’S GOING ON 5.  WE ARE ALL RUNNING BACKS 6.  . . . IN FACT, WE’RE ALL-STAR RUNNING BACKS 7.  WE EVALUATE BY RESULTS 8.  WE SUCCEED AS OUR CUSTOMERS SUCCEED 9.  WE’RE MAKING THE WORLD A BETTER PLACE
  6. 6. WE TAKE OUR JOBS VERY SERIOUSLY
  7. 7. WE ARE DEAD COMMITTED TO OUR OBJECTIVES: MAKING OUR CUSTOMERS SUCCESSFUL GROWING THE BUSINESS AND DRIVING RETURNS FOR OUR SHAREHOLDERS
  8. 8. OUR DETERMINATION AND ENTHUSIASM ARE WHAT MAKE US WIN OUR DEDICATION IS OUR MAJOR COMPETITIVE ADVANTAGE
  9. 9. . . . BUT WE DON’T TAKE OURSELVES SO SERIOUSLY
  10. 10. THOUGH WE’RE VERY DETERMINED, WE DON’T WALK AROUND WITH A SCOWL ON OUR FACE ALL DAY
  11. 11. IN FACT, WE THINK IT’S IMPORTANT TO PASS OUR WORK DAYS WITH A SMILE ON OUR FACE SO WHILE WE GO ABOUT KICKING ASS, WE ALSO HAVE A LOT OF FUN
  12. 12. ENJOYING OURSELVES AT WORK IS HOW WE WANT TO LIVE OUR LIVES ENJOYING OURSELVES AND TREATING EACH OTHER WELL (SEE “NO JERKS”) ALSO MAKES US A MORE EFFECTIVE COMPANY: IF WE CARE ABOUT EACH OTHER, WE CARE ABOUT THE COMPANY AND THUS ARE MORE DEDICATED
  13. 13. MUCH OF THAT FUN COMES FROM ENJOYING EACH OTHER WE VALUE COLLEAGUES WHO BRING FUN AND LAUGHTER TO THE TEAM
  14. 14. NO JERKS
  15. 15. EVERYONE AT KAPOST IS NOT GOING TO BE BEST BUDS WITH EVERYONE ELSE
  16. 16. BUT EVERYONE NEEDS TO TREAT EVERYONE WITH RESPECT, KINDNESS AND INTEGRITY
  17. 17. JERKS WILL NOT BE TOLERATED
  18. 18. WE ALL KNOW WHAT’S GOING ON
  19. 19. EVERYONE AT KAPOST IS DEDICATED TO ITS SUCCESS (SEE EARLIER SECTIONS)
  20. 20. BUT YOU CAN’T REALLY BE DEDICATED, YOU CAN’T REALLY CARE, IF YOU DON’T UNDERSTAND WHAT’S GOING ON
  21. 21. FURTHERMORE, YOU CAN’T DO YOUR JOB TO THE BEST OF YOUR ABILITY WITHOUT KNOWING WHAT’S GOING ON (ESPECIALLY BECAUSE WE DON’T WANT COMMAND & CONTROL, WE WANT “RUNNING BACKS”; SEE LATER SECTION)
  22. 22. THEREFORE, WE ARE VERY TRANSPARENT ABOUT WHAT’S GOING ON IN THE COMPANY: GOALS, FINANCIALS, STRATEGY, FUNDRAISING, ETC.
  23. 23. IF THERE’S SOMETHING YOU WANT TO KNOW THAT ISN’T CONVEYED, THEN ASK THERE ARE NO TABOO QUESTIONS
  24. 24. . . . BUT NOT EVERY QUESTION WILL BE ANSWERED THERE ARE LIMITS: E.G., LEGALLY CONFIDENTIAL INFORMATION, PRIVATE COMPENSATION DATA
  25. 25. WE ARE RUNNING BACKS
  26. 26. WE ARE RUNNING BACKS WE ARE PEOPLE WHO TAKE THE BALL AND RUN WITH IT
  27. 27. WE THINK WORK IS MOST REWARDING WHEN YOU FIGURE THINGS OUT YOURSELF WHEN YOU OVERCOME CHALLENGES WITHOUT INSTRUCTIONS WHEN YOU TAKE OWNERSHIP OF YOUR RESPONSIBILITIES AND GET THE JOB DONE
  28. 28. WHEN YOU ARE—IN A WORD— CREATIVE
  29. 29. WE ALSO THINK THAT COMPANIES’ SUCCESS IS A FUNCTION OF THEIR RUNNING BACKS IN OTHER WORDS, A COMPANY WINS IF ITS EMPLOYEES ARE TAKING OWNERSHIP AND MAKING THINGS HAPPEN
  30. 30. THEREFORE, WE WANT EVERYONE IN OUR COMPANY TO BE A RUNNING BACK
  31. 31. AND WE WANT TO CLEAR THE WAY SO THAT EVERYONE CAN BE A RUNNING BACK: MINIMIZE BUREAUCRACY, MINIMIZE MEETINGS, MAXIMIZE AUTONOMY
  32. 32. . . . IN FACT WE’RE ALL – STAR RUNNING BACKS
  33. 33. WE WANT EVERYONE AT KAPOST TO BE SUPERBLY QUALIFIED FOR THEIR ROLE, AN ALL-STAR AT THEIR JOB ALL-STARS DO EXTRAORDINARY THINGS, AND START-UPS WIN BY CONSISTENTLY BEING EXTRAORDINARY
  34. 34. FURTHERMORE, THERE’S AN ORGANIZATIONAL DYNAMIC BEHIND OUR FOCUS ON ALL-STARS . . .
  35. 35. AS ORGANIZATIONS GROW, COMPLEXITY GROWS EXPONENTIALLY COMPLEXITY LEADS TO PROCESS PROCESS STIFLES INNOVATION, TURNS OFF ALL-STARS, SLOWS GROWTH, CAN RUIN A COMPANY
  36. 36. FOCUSING ON ALL-STARS CREATES TALENT DENSITY TALENT DENSITY CONTAINS ORG GROWTH & THUS COMPLEXITY TALENT DENSITY CONTAINS PROCESS (ALLOWS FOR MORE AUTONOMY) AND ITS NEGATIVE EFFECTS
  37. 37. IMPORTANT TO NOTE: YOU CAN BE AN ALL-STAR FOR YOUR ROLE AT MANY POINTS IN YOUR CAREER PATH
  38. 38. WE EVALUATE BY RESULTS
  39. 39. ALL-STARS WANT TO SUCCEED THE COMPANY WANTS TO SUCCEED IT IS THE OBLIGATION OF EVERY MANAGER TO DEFINE WHAT SUCCESS IS FOR EVERY ONE OF THEIR REPORTS
  40. 40. SUCCESS IS NOT DEFINED BY FACE TIME SUCCESS IS DEFINED BY AN OUTCOME, WHICH IS HOPEFULLY CLEARLY MEASURED BY A NUMBER
  41. 41. THUS WHAT THE COMPANY CARES ABOUT IS THAT YOU ACHIEVE YOUR OBJECTIVES THE COMPANY DOESN’T CARE WHERE OR WHEN YOU DO THAT
  42. 42. AS A RESULT: IF YOU NEED TO WORK FROM HOME, TO GO TO CHILD’S EVENT IN THE MIDDLE OF THE DAY, ETC. . . . THE COMPANY IS COOL WITH THAT, AS LONG AS YOU MEET YOUR OBJECTIVES
  43. 43. ALSO AS A RESULT: IF YOU ARE MEETING YOUR OBJECTIVES AND WANT TO TAKE >3 WEEKS OF VACATION, THE COMPANY IS ALSO COOL WITH THAT
  44. 44. SOME KEY POINTS HERE #1 - TALK WITH YOUR MANAGER: MAKE SURE YOUR MANAGER APPROVES EXTRA VACATION TIME, ETC. AND THAT BOTH OF YOU ARE ON THE SAME PAGE ON WHERE YOU ARE RELATIVE TO YOUR OBJECTIVES
  45. 45. #2 – MAGIC HAPPENS WHEN HUMANS INTERACT IN PERSON: WHILE WORKING FROM HOME, REMOTELY, ETC. WHEN NEEDED IS COOL, COLLABORATION IS ENHANCED BY FACE-TO-FACE AGAIN, TALK TO YOUR MANAGER ABOUT THE RIGHT BALANCE
  46. 46. WE SUCCEED AS OUR CUSTOMERS SUCCEED
  47. 47. A GROWING BUSINESS CAN GET TO BE REALLY COMPLEX BUT HERE’S A SIMPLE THOUGHT TO STEER OUR WAY: WE SUCCEED AS OUR CUSTOMERS SUCCEED
  48. 48. IF THROUGH ALL OF OUR EFFORTS— IN ALL DEPARTMENTS—WE STAY FOCUSED ON MAKING OUR CUSTOMERS SUCCESSFUL, THEN WE’LL BE SUCCESSFUL USE THIS PRINCIPLE AS A GUIDE IN DECISION-MAKING
  49. 49. FURTHERMORE, LET’S NEVER HESITATE TO GO OVERBOARD IN SERVING OUR CUSTOMERS LET’S CONSISTENTLY GO THE EXTRA MILE SO THAT WE DELIGHT THEM
  50. 50. WE’RE MAKING THE WORLD A BETTER PLACE
  51. 51. KAPOST MISSION: TO EMPOWER MARKETERS TO TRANSFORM MARKETING FROM INTERRUPTING AND ANNOYING THEIR BUYERS TO INFORMING AND ENTERTAINING THEM
  52. 52. CONTENT MARKETING IS MAKING THE WORLD A BETTER PLACE KAPOST IS A MAJOR DRIVER OF THE CONTENT MARKETING REVOLUTION WE FEEL FORTUNATE TO WORK AT A COMPANY MAKING A POSITIVE IMPACT
  53. 53. ACKNOWLEDGEMENTS
  54. 54. THIS DOCUMENT UTILIZES THE THINKING OF MANY OTHERS, IN PARTICULAR: NETFLIX CULTURE DOCUMENT: HTTP://WWW.SLIDESHARE.NET/REED2001/ CULTURE-1798664 HUBSPOT CULTURE CODE: HTTP://WWW.SLIDESHARE.NET/HUBSPOT/THE-HUBSPOT- CULTURE-CODE-CREATING-A-COMPANY-WE-LOVE

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