Culture and Profit

The following is an edited internal memo I sent out to the SmallBox team last week. 

"Brand is a lagging indicator of Culture" - Tony Hsieh

I talk a lot about the importance of culture, but what is culture and what connection, if any, does it have to our bottom line? 

-- For me culture is our collective sense of humor, how we talk, how we collaborate, how we make each other feel, what we find fascinating, how we talk about SmallBox with others, where we work, what gear and gadgets we use, how we dress, what we do with our free time, what music we listen to, books we read, food we eat, bars we go to. It's almost like a smell or taste. Something you know when you see it. It's what makes us different from other companies. --

On a high level I see the connection between Culture and Profit as follows:

Culture informs Brand which informs Marketing which creates Sales which generates Profit.  

Surrounding all of this is Experience. We are looking to create an experience for our clients and their customers. Experience is a very human thing. It can be augmented by technology but underneath it there is a very human element. There is no way to really fake it. This is why culture matters to our bottom line. If we don't have a team that works well together, has fun, is excited about projects and exudes confidence and creativity then we will not have the opportunities we need to be a successful and profitable company. 

We cannot create the right client experiences without the right culture. Amazing experiences lead to clients that can't wait to tell everyone they know about us. It leads to long relationships where we can bring real value to a client. If we bring real value then they will have no problem writing checks.

Everyone here is in the people business first and technology second. Technology is just a platform, like paper. It's our native platform and we have excellent tools and a good deal of experience on that platform but our focus needs to be on the humans not the computers. Computers, at least any I've met, don't write checks.

Additional Thought: to be a crass capitalist, a company with a good culture can attract and retain talent at a lower cost since improved quality of life offsets pay.

SXSW 2011 so far... Jared Spool, Super, Indy Crew and GroupMe

Today marks the end of Interactive and beginning of Music. I feel like I've aged a year in the last 5 days. But it's been well worth it. 

The sessions (panels, duels, solos, keynotes) have been solid- overall. In general the trend that I noticed last year remains- the more people involved with a session the less likely it is to be very good. So I find the solos and keynotes to hold the most goodies. Jared Spool made me laugh and then cry a little as he challenged my ideas and preconceptions around Design during his incredible "Anatomy of a Design Decision" solo. Here's a video of him from a couple years ago. One of my favorite presenters, ever.

I could go on and on about the other sessions I attended, I will try to post a more thoughtful, cohesive blog later about some of the other sessions I attended. Probably on the SmallBox blog. 

Got to attend the premiere of Super with Rainn Wilson and Ellen Page in attendance along with the director James Gunn. Great film- funny, violent and touching. Ellen and Rainn are exceptional. Catch it when it comes out. It may shock you a little but it has a good heart. 

The Indy tech/start-up/marketing crew has been a real highlight, as it was last year. From Kristian Andersen's Craw Fish Boil on Friday night to the Verge meetup last night. Indy should be proud of the showing here at SXSW. I love hanging out with the Indy crew, maybe a little too much. I probably could have broke off from the pack more and networked but we have had a lot of fun. Matt Hunckler and Kristian really served as informal group leaders throughout the week. I was happy to follow.

Speaking of groups.

The big thing this year is group texting.

GroupMe has come out of nowhere and taken over SXSW. It's drop dead simple and you can start using it without creating an account or downloading the app. In fact many of us didn't even know what it was when James Paden set it up and we were using it to communicate back on Thursday. That seems so long ago now. GroupMe has become my go to app for coordinating between my friends. I predict it will blow up in short order. It has everything a social app needs to succeed. It solves a problem (group texting), almost no barrer to entry (a cell phone- not even a smart phone is required) and a killer app with lots of additional features like conference calling within groups. I have barely looked at Facebook since I've been here. Maybe that's because GroupMe thrives in an event environment but I think it will prove to be invaluable for many other applications- personal and business. 

The events in Japan have cast something of a shadow over SXSW but not as much as you might expect, or even hope. People aren't really talking about it but they are riveted to the CNN screens set up around town showing the devastation. It has certainly weighed heavily on my mind and my heart goes out to Japan. 

Ok, that's it for now.

I'm switching to Music mode and will be sitting on a panel tomorrow "The Virtual Music Scene". Hopefully I can catch some great bands as well.

http://schedule.sxsw.com/events/event_MP7946

Beware The Heroic Worker!

One of the most interesting parts of my job is working with a great variety of businesses and organizations. Over time I have started to notice trends and types. One type of worker that I have run into many times is the heroic worker. The heroic worker is the one who comes to the rescue when things fall apart, working 20 hour days if needed to patch together a project. They usually wear several hats, sometimes a few at once. I used to admire these heroic workers, standing in awe of their accomplishments. No more.

So what's wrong with a hard working employee that can leap tall buildings in a single bound? Isn't that a good thing? 

Having a heroic worker around can seem like a good thing but really it's more like business heroin. The company gets hooked and keep going back to the heroic worker to bail them out without addressing the underlying issues. 

Heroic workers thrive in chaos. They feel a sense of accomplishment when they single-handedly slice through the chaos of a project. 

Effective systems are at the core of every healthy business. Systems are the enemy of chaos. So heroic workers usually resist systems. Systems remove the organizational need for regular heroism. Whether the heroic worker is conscious of it or not they are often working to undermine chaos-fighting systems that threaten their sense of worth. 

Here's some tips for spotting heroic workers:

  • They claim that the system doesn't work for them, or they don't have time to learn it, or they are "old dogs" unable to learn new tricks.  All complete BS.
  • They hate to delegate. When they do delegate they micro-manage the project until they get it back since "no-one can do it right but me".
  • They brag of their hard work, lack of sleep and general suffering.
  • They keep several key areas of the business in lockdown, unwilling to share their "secrets" with others claiming that it would be too complicated to explain what they do.
  • They regularly send emails late at night reminding everyone else that they are still working.
  • They don't laugh very much on account of having little rest and being continually stressed out. 
  • They speak negatively about everyone they work with since no-one works as hard as them.
  • They sincerely believe that the company would go out of business without them.
  • They rarely take real vacations.

So what to do when you spot a heroic worker?

Chances are they have no clue that they are doing damage to the organization. I recommend you start with raising their awareness- "hey, we really appreciate all the hard work you are doing but I can tell you are exhausted so let's discuss some changes that should help out." Their need for being valued isn't a bad thing, it just needs to be redirected. But if you can't get them on board and working within your system then they need to go, no matter how indispensable they might seem. In a healthy company with an effective system everyone can be replaced. I've learned that myself, the hard way. And yes, I probably was one of these "heroic workers" at times in the past and still have to fight the urge to roll around in the addictive chaos.

note: thanks for Dave Meeks (aka Stat) for inspiring this post based on his comment referencing heroic efforts during chaotic projects on my recent "Hourly vs Fixed" post. Also thanks to my amazing wife, Jenny, who brought some of her HR experience into my thinking. 

Hourly vs Fixed

To quote hourly or fixed, that is the question...

When we started SmallBox we quoted everything fixed- "we will design and build this roughly sketched idea of yours for $5000!". This led to many long, painful baths. Not the client's fault really, we agreed to do something that wasn't well defined and we had no real process for executing. Wishful thinking abounded on all sides.

This wasn't working well so a couple years in we did a 180 and started refusing to do fixed bids. Everything was hourly with an estimate of hours per task. This helped us stabilize our cash flow and better manage expectations. But we still had some projects going over budget and clients frustrated that the original projected budget was no longer valid. 

Then it occurred to me that the real problem, with fixed or hourly, was that we didn't have mastery of our process. When you don't have mastery of your process for your leading products then how can you predict with any kind of certainty what they will cost? 

Ideally you want to charge for value not time, right? If something is worth $1000 and takes an hour to do, it's still worth $1000. Our team, over the last 5+ years, has been able to plan, design and build custom websites in record time (and even in 24 hours a couple times). There is little waste now in our system. It's not perfect but it's efficient and effective.

So we have come full circle- foolish fixed bidding as a start up, rigid hourly quotes and billing during our grow-up years and now back to fixed bids as we more narrowly define our products and master the related processes. 

Do we still bill hourly at times? Sure. For some projects and engagements we still bill hourly since the work is custom or exploratory and not part of an existing process. We feel this is fair for us and the client.