“It’s been a challenge as we grow with how to disseminate information,” the company’s HR vice-president Alison Meadows told Street Fight. “We’ve been conscious about getting the next level of leaders below the senior leaders involved in decisions, because they’re going to have to roll them out.”
As the company has grown, according to CEO Alexei Agratchev, it has experienced two “productivity peaks,” where fewer people are doing a huge amount of work. Then new hires are brought on, and the productivity stays about the same for a few months as the growth potential is realized. This can be a frustrating cycle to manage.
Ampush employs about 125 people, COO Nick Shah said, and their level of satisfaction with their colleagues reflects the close relationship he has with his co-founders. In a recent company engagement survey, results showed that 98% of employees who responded really enjoyed working with their colleagues.
CEO Ben Carcio said that it dawned on him one day that his employees would probably enjoy the perks of the job more if they were linked to company goals. One of the most recent incentives that the Promoboxx team earned was half day Fridays for the summer after hitting a revenue goal during the first week of June.
The right way to build a company culture: it’s different for every company, every leadership team, and every squad of employees. CEO Tim Fagan says that when G/O spun off from TEGNA, the strategy to build culture was intentionally developed with just three short, simple values: accountability, quality, and urgency.