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How to Build a Killer Company Culture and Why It's Important for Any Leader
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How to Build a Killer Company Culture and Why It's Important for Any Leader

How to Build a Killer Company Culture and Why It's Important for Any Leader

Company Culture
July 19, 2021
9 Jogs
Why it matters?

A company’s culture is made of four components: leadership, values, environment, and company goals.  Measuring company culture can be assessed by using a company cultural assessment tool or survey in order to get feedback on these components from employees.

Once you know what your organization's current company culture looks like (or will look after some changes), it's important that this information reflects the values found within the corporate mission statement - otherwise known as "the way we do things around here." It should also reflect where they want their company to be going too for sustainability/future success because every business has its own personality type.

Company cultures that are successful have a large amount of company pride and employees feel like they're part of something bigger than themselves.  Since company culture is an important part in recruiting, it will also help attract the right people to work for your company as well.

There's no one way to define what a company's culture should be or how you go about creating it so this means businesses need to keep working hard at finding their own voice through trial and error.  

Here is the greatest content available on how to build a killer company culture, why it's important, and how to measure the impact.

The Content

Each link contains a summary produced by one of Joggo's geniuses so you can decide where to spend your time learning more

First Round Review

The Simple Tool That Revives Employee Motivation

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The Summary

When a business hits rapid growth it’s easy to hope that employee motivation is taken care of by the company’s success alone. However, leaders should not rely on this.
Leaders should pay attention to elements of motivation so they do not flag motivation.

Elements of Motivation

  1. People - the team a person works with day in and day out 
  2. Ownership - team members should assume ownership for their work
  3. Goals - clear goals are necessary to hone intuition and sustain motivation
  4. Mission - give teams the opportunity to share what they’re working on with the rest of the organization, and repeat your mission often

How to Stop Flagging Motivation

  • Output
    • Ask yourself why you are not seeing the outputs you expect.
    • If your team feel like owners and understand their goals and how they fit into the mission of the company they should be motivated
  • Conversation
    • The easiest way to diagnose flagging motivation is to create more opportunities for people to talk to you
  • Incorporate elements
    • The elements of motivation are all the more powerful when sequenced and stacked on each other
December 17, 2017
Eric Paley
Founder Collective

Learning to embrace conflict as part of startup’s culture

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The Summary

Startups succeed when the founders are focused on finding the truest answer to the most important problems. When disagreements occur, it is critical that entrepreneurs embrace these conflicts because solving them properly is often the difference between success and failure. It’s in the conflict that the right answers emerge so you have to lean into the conflict to win.

Conflict Failure Modes

  • Avoiding the Conflict
  • Ego
  • Strong Personalities vs. Wall Flowers
  • Softening the Edges
  • Revert to Mean

How to Embrace Conflict

  • Reframe Conflict as the Search for Truth
  • Call out Objectivity and Subjectivity
  • Be Hard on Problems, Not People
  • Debate, Don’t Fight
  • Gauge the Magnitude of Beliefs
  • Consider Hierarchy & Roles

At Some Point, The Debate Must End

  • When a decision is made, everyone must put aside their differences and put their full efforts in pursuing the direction the company has made.
First Round Review

80% of Your Culture is Your Founder  

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The Summary

It took years for Facebook to define its company identity as "Hackers." How can startups accelerate this process?

Identify Your Personality, Strengths, and Weaknesses

  • Companies tend to reflect their founder's personality, strengths, and weaknesses.
  • As a founder, you need to consider:
    • Your strengths
    • What sets you apart from others
    • What you value in others
    • The attributes of your friends
    • How you make your decisions
    • What you're bad at
  • Your answers describe your company's personality.

Turn Your Adjectives Into a Story

  • E.g., Amazon develops a press release before they build a prototype for their products so they can think through what they want the world to say about them when they launch the product.
  • Consider:
    • What you stand for?
    • What do you want people to say about you?
  • Do not just rehash what other companies have written.
    • E.g., "We hire fast learners and team players."

Turn Your Story Into a Conversation

  • Talk about the culture you want to build all the time.
    • People will immediately start repeating it.
  • Allow the culture to evolve.
  • Start the conversation early so you can prepare your company for cultural changes.
James Currier

Building Strong Companies: The “No Politics Rule”

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The Summary

Intracompany politics can undermine a work community and kill it in the long run. Here are three ways for CEOs to prevent politics: 1. Don’t hire people who are inherently political. Avoid those who prefer daily work drama.  2. “Expose to daylight” any somewhat political comments. People must be transparent with everyone and not avoid telling others information for political reasons.  3. Hire those with “passionate beliefs loosely held”. These people can fiercely defend their position but also be hyper critical and not become entrenched. 

Kuba Niechciał

Successful employee onboarding should focus on culture

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The Summary

If you value your culture, it is important to continue working on it and ensure that new employees are clear on the goals.

The most important things to focus on for the onboarding process

  • Personalize the process- Make sure that you take a hands on customized approach to every new employee. Also, be careful to not overwhelm them.
  • Don’t finish onboarding on the first day- Take your time with this process. 
  • Guide your new employees for weeks through your culture- Create a well structured process that is thorough. 
  • Don’t teach and manage somebody who doesn’t feel the culture yet- This process takes time. The new employees will perform better once they have a complete understanding of the culture.
  • Invest in your onboarding process for long term gains- Investments made early on will pay dividends in the long run. 
January 7, 2021
Sahil Lavingia
Sahil Lavingia

No Meetings, No Deadlines, No Full-Time Employees

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The Summary

Gumroad at a Glance

  • No full-time employees.
  • No meetings, No deadlines.
  • Creators earn over $175 million a year, and we generate $11 million in annualized revenue, growing 85% year-over-year.
  • No longer about growth at all costs, but “freedom at all costs.”

How We Work

  • Instead of meetings, people “talk” to each other via E.G. GitHub, expecting responses within 24 hours. 
  • When a new employee joins the company they: go into our Notion queue, pick a task, and get to work, asking for clarification when needed.
  • Goal: Maximize how much money creators earn.
  • Work on what’s fun or rely on intuition
  • Not a lot of room for growth. 
  • Compete and win on flexibility.

Getting Paid

  • Hourly based on their role.
  • Standardized rates world-wide
  • “anti-overtime” rate: past twenty hours a week, people can continue to work at an hourly rate of 50 percent. 
  • Don’t provide healthcare
  • Everyone pays for their own phone, laptop, internet connection, and all the other things they need.
First Round Review

How to Build a Culture of Ownership, and Other Engineering Leadership Tips from Plaid & Dropbox

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The Summary

Great engineering and problem solving comes down to pragmatism. Lead engineers can face five major challenges.

#1 How to craft a bottoms-up culture of ownership from the top?

  • Create a shared value of ownership for all employees 
  • Leaders should act like no problem is outside of their purview 
  • Keep the units as low to the ground as possible so that everyone learns to deal with complexity on their own 
  • Even if your peers seem to be doing good work, always ask them if there are better approaches 

#2 How to motivate for tackling big problems at scale?

  • Align on impact with the right metric
  • Have easy to understand KPIs
  • Create tokens that align with your values
  • Create small objects or activities that you reward for specific behavior 

#3 How to balance company goals and employee goals?

  • Put the business first in the short-term and the employee first in the long-term 
  • If company and employee goals don’t seem to align, meet in the middle

#4 How to build teams with high humility and low egos?

  • Managers should have an overdeveloped sense of responsibility 
  • Ask interviewees about a time they failed and see if they give a fake failure or do not discuss how they could have improved
  • Don’t have traditional employee titles, instead have tech leads for specific projects

#5 How to transition to becoming a manager-of-managers?

  • Be as communicative and empathetic as possible 
  • Keep an eye on annual goals, churn, hiring rate, pulse surveys, and KPIs
  • Critique managers by looking at the percentage of green OKRs

What’s next?

  • Silicon Valley operates at a local maximum of what great engineering could be 
  • There’s a big market for being slightly more efficient at building a company
July 20, 2020
Index Ventures
Index Ventures

All Change: what the New Normal Means for Leadership, Company Culture and the Fabric of our Cities

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The Summary

COVID has altered the way many employees work. Are changes to the workplace here to stay? What are the consequences of these changes? 

The Fully Remote Workplace

  • Fully remote is not here to stay but will most likely lead to a hybrid model:  
    1. The talent pool is eventually going to be offshored (virtual). 
    2. The traditional office will become less of a work-hub and more of a “water-cooler.” 

Consequences of the Hybrid Model

  • New management styles  
    • Managers need to be honest with their teams and talk about their stresses due to the loss of in-person interaction. 
    • Companies can now hire the best talent worldwide because there is no requirement for worker relocation. 
  • New forms of organizational design  
    • Companies will need more efficient/accessible methods of information-sharing (i.e. Notion and Slack). 
  • The reinvention of towns and cities  
    • Lack of home-to-work commute leads to increased demand for micro-mobility (i.e. bikes), requiring urban planners to build infrastructure to use micro-mobility safely (i.e. bike lanes). 
March 19, 2019
Chandra Narayanan, Hem Wadhar, Ahry Jeon
Sequoia Capital Publication

Building World-Class Teams

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The Summary

Key Ideas

  • Be smart about hiring and build an organization around top-tier talent.
  • Empower that talent through a culture of ownership and transparency. Invest heavily in them as the company’s future leaders.
  • Set high standards of excellence and prioritize doing the most important things so that every person has a measurable impact on top-line goals.