John Smith

Wie schnell löst du ein Problem oder einen Fehler, wenn du nicht die richtige Entscheidung gemacht hättest. Und das ist der Feedback-Loop, der so missionär ist, um ein Unternehmen in den frühen Tagen zu bauen. Es hat sehr wenig zu tun. Natürlich gibt es existenzielle Entscheidungen. Und diese können große Probleme für dein Unternehmen erzeugen.

Wie schnell löst du ein Problem oder einen Fehler, wenn du nicht die richtige Entscheidung gemacht hättest. Und das ist der Feedback-Loop, der so missionär ist, um ein Unternehmen in den frühen Tagen zu bauen. Es hat sehr wenig zu tun. Natürlich gibt es existenzielle Entscheidungen. Und diese können große Probleme für dein Unternehmen erzeugen.

Aber die meisten Entscheidungen sind nicht existenziell. And the more important thing is to make a decision and then if you're wrong, fix it.

Aber die meisten Entscheidungen sind nicht existenziell. And the more important thing is to make a decision and then if you're wrong, fix it.

And I think it's the when you're wrong, fixing it part that deserves most of the attention and also how you can identify, you know, who your great leaders are, who, you know, who really talented folks on the team are, because they're very quick to point out, you know, I don't think we did that right.

And I think it's the when you're wrong, fixing it part that deserves most of the attention and also how you can identify, you know, who your great leaders are, who, you know, who really talented folks on the team are, because they're very quick to point out, you know, I don't think we did that right.

I think we should take this path, you know, this other path that, you know, we maybe hadn't considered the first time. And I think it takes courage to say that in an organization rather than just say, oh, we're doing a great job.

I think we should take this path, you know, this other path that, you know, we maybe hadn't considered the first time. And I think it takes courage to say that in an organization rather than just say, oh, we're doing a great job.

It's funny you say that, because anytime someone comes to ask me about that type of people advice, like, what do you think we should do? I'm like, it sounds like you've already made up your mind. So yeah, I think it is really important to act on that feedback, not be afraid to change direction quickly if you realize that you made a mistake. But as you point out, it's hard to do.

It's funny you say that, because anytime someone comes to ask me about that type of people advice, like, what do you think we should do? I'm like, it sounds like you've already made up your mind. So yeah, I think it is really important to act on that feedback, not be afraid to change direction quickly if you realize that you made a mistake. But as you point out, it's hard to do.

And sometimes it is worth seeing if your bet... You don't want to thrash the team and change your mind all the time. So sometimes, you know, it is sometimes worth seeing things through a little bit before you change.

And sometimes it is worth seeing if your bet... You don't want to thrash the team and change your mind all the time. So sometimes, you know, it is sometimes worth seeing things through a little bit before you change.

Advice? At that point, before we had scaled to a lot of thousands of people, I think we could have been much more clear on the culture, the kind, smart, creative piece, and really embedded that in the team prior to

Advice? At that point, before we had scaled to a lot of thousands of people, I think we could have been much more clear on the culture, the kind, smart, creative piece, and really embedded that in the team prior to

One of the biggest challenges that we confronted was, as we went from 20 people to 2,000 people, we basically imported all of these different cultures from all sorts of different companies. We imported an Amazon contingent, right? Sie lieben ihre sechs-Page-Dokumente. Wir haben eine Google-Konjunktur importiert. Sie sind sehr konzentriert auf konsensbasierte Entscheidungen.

One of the biggest challenges that we confronted was, as we went from 20 people to 2,000 people, we basically imported all of these different cultures from all sorts of different companies. We imported an Amazon contingent, right? Sie lieben ihre sechs-Page-Dokumente. Wir haben eine Google-Konjunktur importiert. Sie sind sehr konzentriert auf konsensbasierte Entscheidungen.

Wir haben auch eine Konjunktur von Meta importiert. Ich glaube, wir waren zu langsam, um wirklich klar zu sein, was unsere Werte waren und was das in der Praxis aussah, was diese Verhältnisse aussahen. Ich glaube, wenn wir früher und schneller... Wenn wir die Performance evaluieren und unsere Werte, Kind, Smart, Creative, betrachten, haben wir spezifische

Wir haben auch eine Konjunktur von Meta importiert. Ich glaube, wir waren zu langsam, um wirklich klar zu sein, was unsere Werte waren und was das in der Praxis aussah, was diese Verhältnisse aussahen. Ich glaube, wenn wir früher und schneller... Wenn wir die Performance evaluieren und unsere Werte, Kind, Smart, Creative, betrachten, haben wir spezifische

Behaviors attached to that, that are actually research backed and whatever. We did a whole study to understand which of those behaviors are really tied to performance and those values. But that gives people a really clear framework for the expectations for how to behave at Snap and our unique culture. And there was a moment in time where I felt like we were losing control of our culture.

Behaviors attached to that, that are actually research backed and whatever. We did a whole study to understand which of those behaviors are really tied to performance and those values. But that gives people a really clear framework for the expectations for how to behave at Snap and our unique culture. And there was a moment in time where I felt like we were losing control of our culture.