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18 results for “startup values”
Concept2 mentions across episodes
startup
...values. It starts with whoever the founders are, and then it will emanate across as long as the founders are super consistent. That also means you need a methodology for evaluating the next human in front of you on whether they actually represent you
53:12 / 54:21
from transcript53:12 – 54:21
...our values just to make sure we reminded ourselves. So it wasn't quite indoctrinated, but it was, hey. Know your purpose and kind of your ethics as you're doing business. And that was because the company had gone through a terrible acquisition in the
2:14 / 3:27
from transcript2:14 – 3:27
...those values. It starts with whoever the founders are, and then it will emanate across as long as the founders are super consistent. That also means you need a methodology for evaluating the next human in front of you on whether they actually represe
52:25 / 53:34
from transcript52:25 – 53:34
...a set of values at a company where and it just doesn't match who the founder is. You say, move fast and break things or whatever your version of that is, and your founder loves ambiguity and is perfectly happy with not making decisions. All that lead
1:13:24 / 1:14:32
from transcript1:13:24 – 1:14:32
we've bought folks out completely if that's really what they wanted. And we've had folks say, I want to roll over 49 I wanna be 49% of the new company going forward. You guys get 51 Broadway, I get 49 because that's how excited I am about the future.
45:43 / 46:47
from transcript45:43 – 46:47
Although we know that's this the case, we are trying not to compromise on the people. And we are good as our CEOs, full stop. They're our product. In our AGMs every year, there is 10 CEOs. And I will always LPs will come to me and say, listen. We are
15:48 / 16:55
from transcript15:48 – 16:55
And, Google actually incorporated that into their culture with 20% time, something they don't talk about anymore. Facebook had move fast and break things. Netflix had freedom plus responsibility. Uber had be super pumped, be stoked, basically, grit,
51:44 / 52:47
from transcript51:44 – 52:47
so I don't compete on cash with large, mature companies where their equity is only gonna go up, like, at the rate of the S and P 500 or anything like that. Does the culture scale with time? When we think about you said you're a series a company. When
24:41 / 25:49
from transcript24:41 – 25:49
...your values. For example, your values cannot stay static. So every year you have to revisit whether, you know, the values you had for the company are still the right values. To your point, I think there's a natural cycle of attrition. It's the right
28:19 / 29:44
from transcript28:19 – 29:44
...values. They think, oh, it's, you know, like, we have a culture of integrity, or we have a culture of, you know, whatever. All the same. Everyone's got the same ones. Yeah. We do we have each other's backs or, like, what whatever it whatever it is. A
38:15 / 39:20
from transcript38:15 – 39:20
...at ID. Me. I wanna ask a couple questions about just the principles and the culture in that step four of the c blank book and how you've thought about philosophically deploying those things. Maybe start with that one as an example and then riff on th
1:17:42 / 1:19:08
from transcript1:17:42 – 1:19:08
We will not let you sign your offer letter if you haven't signed your culture document that you agree to behave according to the culture. Secondly, when you come to new employee orientation, you'll find that I teach every single one for an hour. Nobo
23:57 / 25:01
from transcript23:57 – 25:01
...is values. They think, oh, it's, you know, like, we have a culture of integrity, or we have a culture of, you know, whatever. All the same. Everyone's got the same ones. Yeah. We do we have each other's backs or, like, what whatever it whatever it is
37:25 / 38:33
from transcript37:25 – 38:33
and everything is just getting better around the world in the global economy. I did actually have, like, quite a neatly defined schedule, and then you sent over the culture document. This is gonna be so much better if we have an honest conversation.
5:01 / 6:15
from transcript5:01 – 6:15
Ben, how do you think about cementing the culture as we evolve and continue to grow? Well, I noticed you haven't been to new employer orientation. I'm going to it. You sure? Yes. That's one of the things, actually. Culture, and just to define it, it'
23:15 / 24:16
from transcript23:15 – 24:16
And these are said like definitive reasons. They're not really. They're more observations. We haven't done that before. Well, we should be open to trying something new. So to understand culture, again, you have to be there in person. You have to be l
26:13 / 27:24
from transcript26:13 – 27:24
...of values at ID. Me. I wanna ask a couple questions about just the principles and the culture in that step four of the c blank book and how you've thought about philosophically deploying those things. Maybe start with that one as an example and then
1:17:14 / 1:18:23
from transcript1:17:14 – 1:18:23
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