As I’ve learned more about how humans interact with one another at work, I’ve been repeatedly reminded that we are very easily influenced by the mood of those around us. It’s usually not even something we do consciously; we just see someone using a different tone of voice or shifting their body language, and something deep in our brain notices it.
Graham hints at some of the attributes of Founder Mode but mostly says it’s not a well-defined. It is. Founder Mode is the culture of a company and a culture is defined by the character of the founders. Here are the values I’ve discovered over and over again working with these humans:
Reprint: R1105C What is the best way to motivate employees to do creative work? Help them take a step forward every day. In an analysis of knowledge workers’ diaries, the authors found that nothing contributed more to a positive inner work life (the mix of emotions, motivations, and perceptions that is critical to performance) than making progress in meaningful work. If a person is motivated and happy at the end of the workday, it’s a good bet that he or she achieved something, however small. If the person drags out of the office disengaged and joyless, a setback is likely to blame. This progress principle suggests that managers have more influence than they may realize over employees’ well-being, motivation, and creative output. The key is to learn which actions support progress—such as setting clear goals, providing sufficient time and resources, and offering recognition—and which have the opposite effect. Even small wins can boost inner work life tremendously. On the flip side, small losses or setbacks can have an extremely negative effect. And the work doesn’t need to involve curing cancer in order to be meaningful. It simply must matter to the person doing it. The actions that set in motion the positive feedback loop between progress and inner work life may sound like Management 101, but it takes discipline to establish new habits. The authors provide a checklist that managers can use on a daily basis to monitor their progress-enhancing behaviors.
In my time observing managers, one observation seems to repeat again and again: good managers write well, and bad managers write poorly. In fact, the best managers I’ve ever had were not just good writers, they were terrific. And the worst managers I’ve ever had were not just bad writers, they were uncommonly shoddy.
This handbook represents the best of our collective knowledge on management and serves as the foundation of our internal training program here at Clearbit.
Managing teams has taught me a lot about my own behaviors and motivations. For example, I overworked for a long time. This left me continually teetering on the brink of burnout, and I had no energy left to absorb the typical sorts of organizational changes that happen at any company. Despite doing good work, I handled change poorly, and I picked up the reputation for being difficult to manage.
I’d like to say that I learned from my mistakes directly, but the honest version is that I ...
Stealing a page out of other leaders’ books, I began writing a “Week in Review” post every two weeks or so at Etsy, with a link open to anyone internally, and a distribution list of the people in my organization. I used it as a reflection on themes that were coming up in weekly one-on-ones, backchannels, team meetings, etc.