“Younger employees are increasingly looking for mission-driven approaches in their work,” says Bryan Leach, founder and CEO of Ibotta. “They want to go someplace where they will get better and have someone to help them become the best version of themselves.”
In one year, digital search company Pointy has grown from 13 to about 30 employees, moved into a new office, and seen significant growth in its product, which allows retailers to publishes their inventories online, attracting potential customers nearby. What hasn’t changed much is the company’s culture, says co-founder Mark Cummins.
“I think that culture is one of the few problems that you have to address before they’re problems,” says TechStars co-founder and co-CEO David Brown. “If you’re struggling to figure out how to grow sales, you can wait until sales are in trouble and still turn it around. But if you wait until you’re in trouble with culture, it’s really hard to turn that boat.”
There’s a phrase dataPlor CEO and founder Geoff Michener uses so frequently and quickly that it almost sounds rehearsed: open, direct, transparent communication.
“How we view mistakes is you admit it, you learn very quickly, and then turn it around,” says Sitter.me CEO and co-founder Kristen Stiles. After quoting a client a wrong price, Stiles owned up to the error, and the company develop a new procedure to ensure similar stakes would not be made again.
After three years reporting on “Street Culture,” Street Fight looks back on five ways that company leaders are making their company culture stand out—and some of the best pieces of advice for doing the same at your business.
Justin Angsuwat, Thumbtack’s vice president of people, says the Thumbtack team describes its company culture as the “Midwest of cultures.”
Based a mile from the beach in Santa Barbara, Invoca aims to maintain a culture in which employees know their ideas are important. The company sponsors softball games and ocean-side volleyball and boasts its own band.
“Introducing [new employees] to the culture has been very important; it’s important that the people we hire are growth-oriented,” PacketZoom co-founder Chetan Ahuja says. “We want them to already be useful to the business, but their main goal is to grow and to grow with the company. They’re much more valuable that way.”
“We want people who have historically been lucky. People who have demonstrated the ability to go out and create their own luck,” CEO Michael Katz says. “People who are curious, who engage and ask questions and generally listen, [who are] not just waiting for a pause in the conversation. “
Getting rid of job titles and helping people detach from job titles are two of the biggest challenges around refocusing a company on its culture and its values, CTO John Schnipkoweit says. At Choozle, the culture is focused around the product it is creating, and allowing that product to drive the company.
“It’s really important that [staff] understand how their work contributes to the company objective, rather than just being busy and doing things and not knowing whether it has an impact on the company goals and outcomes,” says the company’s CEO, Ian O’Rourke .
OKRs – that’s “Objectives and Key Results” – are one of the drivers of culture at deep-linking software company Button. “OKRs are a major influencer to recruiting, internal interactions, how we onboard new employees, everything,” says Stephanie Mardell, Button’s head of people.
Wholesale ecommerce retailer Boxed is taking its position as team leader seriously. The company pays for its employees’ kids to go to college. It looked at the industry-wide “pink tax” and started a campaign against the higher prices. It even started contributing $20,000 to pay for employees’ weddings.
At marketing automation and CRM company Main Street Hub, the product engineering team has grown from six people to 30 in three years. The entire company employs more than 500 people, so in the product, engineering, and design department, the leadership is proud of the diversity and success they have achieved.
Hooch isn’t hiring right now, but they expect to ramp up technology and data positions in fall 2017. Dai says his secret to hiring is to be brutally honest about the challenges and struggles of working at startup.
“In the hiring process, we often use the terms ‘smart, hungry, and humble,’” says Zaius CEO Mark Gally. “This notion of being humble is really a critical component of culture. We don’t take ourselves seriously, but we take our work extremely seriously.”
It’s never too early to be intentional about establishing and promoting the key values you want your team to emulate, says Liftoff’s CEO Mark Ellis. It provides a set of criteria against which to assess candidates from a cultural fit perspective, as well as a rationale for promoting certain employee behaviors and discouraging others.
“The argument is, build a large company to be insanely great and change the world, right?” says CEO Jon Fisher. “As we operationalize the financial part, the path to making a real contribution in the world can be formulaic.”
A spinoff company from a larger mothership might already have culture built in. At Conichiwa, a Berlin-based proximity agency and beacon company, that’s not quite what is happening.