We care about what you achieve: the content you wrote or edited, how well your content ranks and converts, and the team member you helped.
Someone who took the afternoon off shouldn't feel like they did something wrong. You don't have to defend how you spend your day. We trust team members to do the right thing instead of having rigid rules. Do not incite competition by proclaiming how many hours you worked yesterday. .
If a meeting doesn't seem interesting and someone's active participation is not critical to the outcome of the meeting, they can always opt to not attend, or during a video call they can work on other things if they want. Staying in the call may still make sense even if you are working on other tasks, so other peers can ping you and get fast answers when needed. This is particularly useful in multi-purpose meetings where you may be involved for just a few minutes.
Agree in writing on measurable goals and track in the appropriate systems, such as Airtable.
You don't always get results and this will result in criticism from yourself and/or others. We believe our talents can be developed through hard work, good strategies, and input from others.
This name comes from the quick guide to Stripe's culture . Our definition of global optimization is that . Don't optimize for the goals of your team when it negatively impacts the goals of other teams, our users, and/or the company. Those goals are also your problem and your job.
Keep your team as lean as possible, and help other teams achieve their goals. In the context of collaboration, this means that .
Tenacity is the ability to display commitment to what you believe in. You keep picking yourself up, dusting yourself off, and quickly get going again having learned a little more.
. Having a task means you are responsible for anticipating and solving problems. As an owner, you are responsible for overcoming challenges, not suppliers or other team members. Take initiative and proactively inform stakeholders when there is something you might not be able to solve.
At an exponentially-scaling company, time gained or lost has compounding effects. , so the compounding of results can begin and we can focus on the next improvement.
Working at ContentDistribution.com will expose you to situations of various levels of difficulty and complexity. This requires focus and the ability to defer gratification.
It's important that we keep our focus on action, and don't fall into the trap of analysis paralysis or sticking to a slow, quiet path without risk. Decisions should be thoughtful, but delivering fast results requires the fearless acceptance of occasionally making mistakes; our bias for action also allows us to course-correct quickly.
. A key to success with transparency is to always combine observation with questions to ensure understanding and suggestions for solutions / improvement to the group that can take action.
We don't take the easy path of general complaints without including and supporting the groups that can affect change. Success with transparency almost always requires effective collaboration.
We should strive to accept that there are things that we don’t know about the work we’re trying to do, and that the best way to drive out that uncertainty is not by layering analysis and conjecture over it, but rather accepting it and moving forward, driving it out as we go along. .
We document everything: in the handbook, in meeting notes, in issues. We do that because " the faintest pencil is better than the sharpest memory ." It is far more efficient to read a document at your convenience than to have to ask and explain. Having something in version control also lets everyone contribute suggestions to improve it.
. Write down any new information discovered and pay it forward so that those coming after will have better efficiency built on top of practicing collaboration, inclusion, and documenting the results.
Optimize solutions globally. . As an example, it may be best to kill the automated Slack reporting every time activity in the activity tracker is changed, even if it provides management more insight into project statuses! In a decision, ask yourself "For whom does this need to be most efficient?" Quite often, the answer may be your team members or projects that are dependent upon your decision.
Consider the time investment you are asking others to make with meetings and a permission process. Try to avoid meetings, and if one is necessary, try to make attendance optional for as many people as possible. . Instead of having people ask permission, trust their judgment and offer a consultation process if they have questions.
Every dollar we spend will have to be earned back; be as frugal with company money as you are with your own.
Amazon states it best with: "Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense."
You should have clear objectives and the freedom to work on them as you see fit.
Give short answers to verbal questions so the other party has the opportunity to ask more or move on.
Keep one-to-many written communication short, as mentioned in this HBR study .
We want each team member to be a manager of one who doesn't need daily check-ins to achieve their goals.
When possible, we give people the responsibility to make a decision and hold them accountable for that, instead of imposing rules and approval processes.
Not every problem should lead to a new process to prevent them. Additional processes make all actions more inefficient; a mistake only affects one.
We value constant improvement by iterating quickly, month after month. If a task is not the smallest thing possible, cut the scope.