What would I do?

When I wrote about Multiple Founder, Multiple Cultures post on LinkedIn (link at the bottom), I got some questions in the comments and in private messages. So, I decided to sit down and journal about those? What would I do? Here are some of those thoughts.

1. Treating Team Members — Respect shows. In fact, it shines through, if it is there. It is like sunlight — even comes around corners. Examples are when people don’t look at you when they walk in, or avoid you, they don’t respect you. Sure, they would do whatever you say, they would even share coffee with you but they don’t respect you.
2. Decision Making — Make the process clear, whether it will be transparent OR closed door. Even if it is going to be autocratic process, just say so. There are enough smart people in the world who would be just fine working that way for you. If you said otherwise, then the underlying simmering discontent will kill your company over time.
3. Hiring Practices — Have a common understanding of how you would hire. For example, would references be preferred over recruiter sources? What would we look for in the candidate even if there are references? What kind of organizational structure be in place?
4. Firing / Layoff Practices — What would happen? Too often, it is handled differently by different managers, without a consistent message, leaving confusion in the company.
5. Information Sharing — Lay it out, set a schedule, stick to it and have a conversation. Most information sharing sessions are broadcast, where it is opportunity for certain leaders to show how good they are. If that is how it is going to be, then codify it, and let the people know so they soak in the information and not have expectation to participate.
6. Transparency — If we say we are transparent company, then be really transparent about everything. If I am taking away somebody’s viewing rights to some parts of the business documents, then first I will explain why, rather than just taking it away. Sometimes leaders won’t even explain even after the fact. Simple, but powerful message sent.
7. Dealing with Mistakes — Never throw anyone under the bus. I would rather explain to the person and the team what went wrong, and how we would like to correct it. It’s rare that a person can not learn. All I have to do it look at them doing good things in other places after they left. If they were really so horrible, then how come other good companies hired them? Psychological safety is the ONLY thing that makes teams learn from mistakes.
8. Remote teams — Would you have remote teams? Why would you have them? Sometimes it is a necessity due to to money, sometimes due to talent availability.

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