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As you evaluate your own culture, ask yourself a few key questions. When you talk to frontline employees, do they seem energized, or does it feel like everyone is swimming in glue? Do people have clarity of purpose and a sense of mission and ownership? Do they share the same big dreams of where the organization might be in a few years? Do most people execute with urgency and pep in their step? Do they consistently pursue high standards in projects, products, talent, everything?
Just as it is important to be conscientious when leading your team and to encourage empathy between team members, it’s crucial to be conscientious and empathetic for your customers too. But what does that mean in practical terms? Remember that you are not making a product—you are solving a customer problem. It is therefore critical that you continually live that customer problem. Only then can you solve it well. To live the customer problem, you must sit with the customer, ask them about their life, and observe their daily routine, on a regular and constant basis.
The Great CEO Within
Matt Mochary, Alex MacCaw, and Misha Talavera
To pick a somewhat trivial example, at fireside chats with Mark (the
predecessor to the company Q&A’s he now hosts) people would sometimes ask
about having the company support this nonprofit or that cause. Mark would
always say no. He would explain that it isn’t that we don’t care about good
causes, it is that our comparative advantage wasn’t going to be making good
donations. It was building products.
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