Brian Chesky

Yet at its core, HR is about people and culture, and it's one of the most strategic functions within a company. That's why we don't call it HR, because it should be about bringing out the very best in people. Most of all, I want us to feel like we're building one of the most creative places on earth.

Yet at its core, HR is about people and culture, and it's one of the most strategic functions within a company. That's why we don't call it HR, because it should be about bringing out the very best in people. Most of all, I want us to feel like we're building one of the most creative places on earth.

A company that brings together some of the best people of our generation to dream up new products and services that capture the world's imagination. A place where years from now, people would say, if I was alive during that time, that's where I would have wanted to work. I literally wrote that email last week about culture.

A company that brings together some of the best people of our generation to dream up new products and services that capture the world's imagination. A place where years from now, people would say, if I was alive during that time, that's where I would have wanted to work. I literally wrote that email last week about culture.

It's so great. So big, huge insight here. Okay. I used to think you talk about the culture and you talk about how important it is and you write out a list of, well, what is your culture? Well, our culture are a bunch of principles or values we live by. So what makes us most unique? Let's do a session. Let's write out a list of our values. Now let's tell everyone the values.

It's so great. So big, huge insight here. Okay. I used to think you talk about the culture and you talk about how important it is and you write out a list of, well, what is your culture? Well, our culture are a bunch of principles or values we live by. So what makes us most unique? Let's do a session. Let's write out a list of our values. Now let's tell everyone the values.

Let's print them on the walls. Let's have people repeat them. Let's keep telling people culture is important. And that stuff can help a little bit, but it's not how you build culture. So let me give you a few thoughts. Your culture is the shared way you do things. And often they're based on lessons you've learned. And the lessons you tend to remember the most are the ones that are seared in you.

Let's print them on the walls. Let's have people repeat them. Let's keep telling people culture is important. And that stuff can help a little bit, but it's not how you build culture. So let me give you a few thoughts. Your culture is the shared way you do things. And often they're based on lessons you've learned. And the lessons you tend to remember the most are the ones that are seared in you.

They come from trials and tribulations, from your most difficult times. It's the way you rise the occasion in the face of adversity. Your culture is the behaviors of the leaders that get mimicked all the way down every single person. Your culture is every time you choose to hire someone, every time you choose to fire someone, every time you choose to promote somebody.

They come from trials and tribulations, from your most difficult times. It's the way you rise the occasion in the face of adversity. Your culture is the behaviors of the leaders that get mimicked all the way down every single person. Your culture is every time you choose to hire someone, every time you choose to fire someone, every time you choose to promote somebody.

It's the way everyone does everything. And the way a leader designs the culture is not by writing out a list of values. It's by basically leading by example every single day and taking a survey of every single thing happening and constantly shaping it, pruning it. Like a gardener, you don't just allow the culture to happen. You design the culture. You have an idea of what you want to do.

It's the way everyone does everything. And the way a leader designs the culture is not by writing out a list of values. It's by basically leading by example every single day and taking a survey of every single thing happening and constantly shaping it, pruning it. Like a gardener, you don't just allow the culture to happen. You design the culture. You have an idea of what you want to do.

And you're just constantly getting this group together. You might have a culture of excellence. And a culture of excellence means I review all the work and I say, not good enough, not good enough, not good enough. And eventually I could not join the meeting, but people know what I'd say. They'd say, it's not good enough. This is our standard.

And you're just constantly getting this group together. You might have a culture of excellence. And a culture of excellence means I review all the work and I say, not good enough, not good enough, not good enough. And eventually I could not join the meeting, but people know what I'd say. They'd say, it's not good enough. This is our standard.

And the moment I can not be in the room and the same action happens as if I was in the room, that's the moment it goes from management to culture. So it's like a golf swing. To teach a golf swing, you've got to like, probably I don't play golf, but the instructor has to watch the person. And at some point, the person learns how to swing a golf swing without the instructor there.

And the moment I can not be in the room and the same action happens as if I was in the room, that's the moment it goes from management to culture. So it's like a golf swing. To teach a golf swing, you've got to like, probably I don't play golf, but the instructor has to watch the person. And at some point, the person learns how to swing a golf swing without the instructor there.

That's the difference between management and culture. And culture is something that people learn to develop these shared instincts. And it's so important because it's your ultimate intellectual property, not your technology, not your recipes, not your exclusive contract vendor relationships. the way you know how to do something.

That's the difference between management and culture. And culture is something that people learn to develop these shared instincts. And it's so important because it's your ultimate intellectual property, not your technology, not your recipes, not your exclusive contract vendor relationships. the way you know how to do something.

That is the most important thing a company has because all a company is, is a bunch of people, a bunch of money, and a direction that those people are using those resources to go towards. People, resources, strategy. And the culture is the thing that bonds those things together.

That is the most important thing a company has because all a company is, is a bunch of people, a bunch of money, and a direction that those people are using those resources to go towards. People, resources, strategy. And the culture is the thing that bonds those things together.