The question is… how do you get it not to decay? Vision, if not repeated, is lost. This seems counter-intuitive but it’s actually not and it’s relationship to great leadership is pretty darn intimate.
The reality is this: The vision that you have for your company needs to be shared consistently, constantly, because you and even the most brilliant of your friends and staff forget it fast (and almost completely).
I fundamentally believe in diversity and the value that diversity brings into the context of a growing organization.
I believe that it’s important to build organizations with people that do not all look the same. I believe it’s important to have a mix of women and men at all levels of the organization, from SMEs to leadership.
In startup world it’s easy to get obsessed and entirely distracted with all of the many huge shifts around technology and the companies that are taking advantage of these shifts and end up hitting “hyper-growth” stages.
The completely unsexy reality is that many of these companies have been around for years and only recently have started to get some traction and, as a consequence, are starting to get some modicum of attention. You and I hear it often enough:
Wow, I had no idea that they’ve been around for that long!
The most poignant example of this for me personally was the fact that the very first time I had ever heard of “Zappos” was when they were acquired by Amazon for nearly one billion dollars.
I had no idea that they had been around for a decade (and certainly hadn’t used their service).
The reality of building a company is that the founding team lives in this strange place where the entirety of their life is centered around this idea, the product, and the small team of crazy people who also believe in the germ of an idea. We easily forget the forest among the trees.
People easily forget (including me) how long it takes to build a company and that finding a market that’s ready to purchase some sort of version of their product can take an enormous amount of time — sometimes it feels like an absolute eternity.
And I’ll admit, even after having done this a few times even I can become upset or discouraged when I don’t see the traction as early as I would like!
But the startup game is both about hyper-growth and also, at the exact same time, a mania around small improvements, the things that are done incrementally that, in isolation, do not appear to matter much but end up being a major part of the company’s success in aggregate.
It’s about winning the small, daily skirmishes that end up winning the major battles and then ultimately the war. It’s the day-in / day-out grind that ends up being the things that ultimately count and that will amount to great success or will be forgotten (or blamed as reason for not making it).
For instance, everyone agrees that a consistent content marketing strategy is a must-have for any company of any size and despite the acceptance of this universal truth not many companies spend the time and the resources to do anything close to what anyone would consider “consistent content marketing”.
The point is this: It just takes a certain type of perspective, a certain type of mania to relentlessly focus on the small, incremental improvements that really push the needle forward for the long-term.
It requires that the founding team and leadership have the philosophy (and the resulting pragmatic systems) in place so that these things are prioritized and executed against. You must be relentlessly resourceful about all parts of the business, all the time.
And so I’ve found myself reviewing all of the “small” things that we’re doing as a team that are adding up big-time already for us:
Executing against Version Zero Dot Zeros and making small incremental changes to maximize impact, especially after hearing from our early testers and customers.
All the small administrative things that it takes to put a business together, optimizing each one, tweaking as you go along.
Making adjustments to pitch decks after every attempt, after every phone call, and taking every critique as helpful.
Slowly adding to our team (“observers”) who are adding value incrementally to our tech and strategy. Relationships take time so this is a requirement to build early, often, and always.
Experimenting with other marketing initiatives as we have time and making small adjustments with content and copy. Doing simple A/B Testing even when we think it’s too early.
Reaching out to a growing list of users within different communities, actively engaging with them 1:1, having coffee dates and the like.
Grinding hard on our messaging and overall pitch and positioning statements, mostly internally so that I’m simply practicing it as much as I possibly can.
Growing as a leadership team by allocating time to read leadership books and content pieces from respected thought leaders.
Practicing (and modeling) healthy behavior and a lifestyle that centers around health, especially since it’s one of our core values.
We believe that we are in this for the long-game and that building a company does, in fact, take a very long time, especially if you want to build something that far outlasts you.
Yes, it can be frustratingly-slow, most of the time, but we’re not making decisions to optimize for a “quick flip” or anything that would jeopardize our long-term goal of helping organizations become more healthy.
We just won’t do it. So, consequently, we’re pretty manic about small improvements, the incremental growth opportunities that will one day balloon into something very, very big.
One day at a time.
We’re obsessed with building healthy organizations and we’re building tools to do just that. Join us in our journey to make it happen: Follow us on Twitter, subscribe to our Email Newsletter, and follow this blog.
We are creatures of story. We live our lives surrounded by stories. We live our lives by being in them ourselves.
Sometimes we are the protagonist and hold an acclaimed title role. Sometimes we are the villain. But, in most circumstances, we are simply supporting actors, “stock” characters in the middle of someone else’s story arch.
And a Strange Feeling That This Has All Happened Before…
Last week we were notified that our very young and very small Slack integration was fully accepted into the Official Slack App Directory (check it out here!) and we’re grateful and honored to be one of the first 400 apps ever in the entire directory — what a cool thing to think about!
If you would have told me even 100 days ago that we’d be making a submission to the Slack Directory and that this past weekend I’d spend most of it building out small micro apps via webhooks and a variety of different APIs I would have looked at you sideways.
But, that’s been the pattern of building so far as we’ve built velocity for our company, executing quickly and working towards product-market fit.
Good times, good times and you know what the strangest thing is? I feel like this has all happened before…
Nearly 8 years ago the Apple App Store launched and the commentary from the sidelines and pundits were as varied as you could imagine, from people saying that it was the worst idea ever to others claiming that it was a new way of building software and that our lives would be forever changed (also for both good and bad).
A few folks guessed rightly and are now among the few that could say that they had all seen this coming, the rise of an entire ecology and ecosystem of value, exchange, and digital commerce.
To my own misfortune I didn’t think much of it and didn’t spend any time building software for it. I thought that it was too small and that the possibility of building a business on top of it was too risky. I wish I had reconsidered my position and dove in earlier and I promised myself that if I had an opportunity to do it all over again that I would.
And wouldn’t you know it? That time is now. With Slack I see more than just another “platform play” — I see another ecosystem, a veritable ecology of how businesses will do business, a new way of how we all get work done.
Is “it” in its “final form” (as they say)? No, not even close, but I do believe that all the tell-tale signs are already present and accounted for (and if you need me to enumerate them for you then you’re already behind the curve).
Consequently, our investment into the Slack economy is one of serious interest and being one of the first 400 apps approved for the directory is proof-positive of this investment.
You see, we believe there’s a real opportunity to empower HR staff (and employees) with better tools and technology so that they can do better work and help their organizations become much more healthy.
It’s a vision worth building towards, building for, and investing in — it’s why this company exists.
Oh, and this time, I won’t be looking back 7 or 8 years from now and thinking anything close to…:
Darn, I probably should have built something for that new environment, that new way of doing business. Oh well. Opportunity lost.
Nope, not this time.
We’re building something different, something special, and something that we believe will significantly change people’s lives. Follow our progress on this blog,via Twitter, or via our email newsletter.