Tag Archives: management

Takeaways: ‘Managing Startup Teams: Building Culture’ with Anne Libby at GA

12 Mar

Class: Anne Libby of Anne Libby Management Consulting on “Managing Startup Teams: Building Culture”, via GA

Date: March 6 2012, 18:00 – 19:30

When it comes to building teams – especially when those teams consist of people in far-flung offices around the world – I’m yet to be persuaded that anything is more important than culture*.

And by culture I mean the shared stories, the common values, that explicitly articulated and implicitly understood characteristics that inspire people to rally around that cause, that product, that service. The why-you-want-to-work-here-when-X-would-pay-you-twice-as-much. The-this-is-why-I-get-up-in-at-dawn-on-a-day-when-I’m-not-even-supposed-to-be-in-because-the-team-needs-me-and-hey-they-didn’t-even-have-to-ask factor.

I’ve worked on two projects that I may claim to have helped build and shape; both of these projects had quite distinct cultures.

But what they had in common was excellence über Alles. And yes, that included being excellent to each other (or put another way, jerks need not apply).

Two of my favourite blogs both recently featured culture-as-it-relates-to-startups as a theme, and I thought I’d highlight them as the lesson is relevant to the takeaway from the General Assembly class (which was, not surprisingly, all about culture). Continue reading

Advertisements
Aside

“good designers don’t tend to think about consumers; they think about people and what they want…”

15 Feb

“good designers don’t tend to think about consumers; they think about people and what they want and need. It’s a subtle point, but thinking about people as consumers immediately dehumanizes them and makes it harder to empathize…good designers are good at iterative prototyping, refining the concept through repeated cycles and getting feedback from the right people as they go. James Dyson famously made two thousand prototypes of his bagless vacuum cleaner before he got it right. The rest, as they say, is history.”

How Good Designers Think – Simon Rucker – Harvard Business Review

Aside

“The truth is that startups are always in a hurry and always make mistakes. A good CEO knows that she…”

14 Feb

“The truth is that startups are always in a hurry and always make mistakes. A good CEO knows that she must remain nimble and prepared to deal with the fallout of those rushed decisions. And the mob has taught those nimble CEOs that a nuanced discussion is not what the mob wants to hear. They want to see that belly.”

I’m So, So Sorry. Here’s My Belly. Now Please Move On. « Uncrunched

Aside

“it’s positively de-motivating to work for a company where your job is just to shut up and take…”

14 Feb

“it’s positively de-motivating to work for a company where your job is just to shut up and take orders. In tech startup land, we all understand instinctively that we have to hire super smart people, but we forget that we then have to organize the workforce so that those people can use their brains 24/7.”

A VC: The Management Team – Guest Post From Joel Spolsky