It’s no secret that I’ve personally been hugely impacted by Eric Ries’ work and the Lean Startup movement. Buffer would not be where it is today without his writings and videos opening my mind to a different way of approaching a startup.
For me, lean is completely about building and approaching things in a way which minimizes the amount of wasted time and effort. A startup is a scary adventure to embark upon because there are so many unknowns. It’s different to a service business in that you have no idea whether your product will actually be adopted. As a result, it’s easy to accidentally build products or features which, in the end, don’t resonate as you had hoped.
Being disciplined about approaching things in a lean way is incredibly difficult. In theory it seems straight-forward. In practice it’s super challenging, and we’ve had some hits and some big misses too.
1. The founding of Buffer: going from an idea to paying customers in 7 weeks
When I finished studying, I was completely set on creating a startup. So I did just that, and I made it completely official. I told everyone I was doing a startup, I incorporated the business and we got a small government grant. I built a product and kept adding more to it. In the end, I hadn’t validated that it was enough of a pain point for people, and it grew very slowly.
With Buffer, I took a different approach. It was just a side project, and I was in no rush to call it more than that. I stopped myself as soon as I realized I’d spent a couple of days coding without validating the need. Then I sat down and thought about how I could see whether people need this product, without building it.
I created a landing page which looked just like it would if the product had existed. That’s the beauty of landing pages, they have almost the same flow through them whether the product exists or not. So I could see whether people would sign up for the product, and then ask them for their email at the end of the process.
I had email conversations and a couple of Skype calls with people who gave me their email. I talked about the problem I was solving and learned a huge amount from these interactions. This is known as customer development and I can’t recommend doing it highly enough.
This process proved to be a success. Through the conversations I learned that others had the same problem and were receptive to a solution. That gave me the confidence to build it, and 7 weeks later I had the first version of the product. 3 days after launch, someone started paying for Buffer. We’ve steadily grown recurring revenue since then. February just came to a close and revenue came in at $333,000.
Read more about Buffer’s lean beginnings →
2. Creating a brand new Buffer browser extension experience
One of Buffer’s key features right from the beginning has been that we have a browser extension which allows you to very easily share a web page or blog post you’re reading. You can share it right away or schedule it to be posted later to all the key social networks.
Throughout 2012 we saw a huge rise in sharing of pictures to Facebook, and we started sharing more pictures ourselves. We found they did very well and received a lot of engagement. That’s when we had the idea to transform our extension to allow sharing of different types of media: links, text or picture. We wanted to make it super easy to share a picture from the page you’re looking at.
So (and here comes our big mistake) we got to work building a brand new version of our browser extension to allow you to pick images off the page to share to Facebook or Twitter. It looked a little like this:
We spent several months working on this alongside other product tasks, and spent some time polishing the experience. We loved the experience ourselves, we were enjoying using it to much more easily share pictures from the page. Then, we were starting to think about when we would launch it to everyone, we though “maybe we can let a few people try it out first”. We almost launched it to everyone at once, which would have been a very bad idea.
We pondered when we could get some people to test it, we thought maybe we could send an email in the next week. Then we thought, why not do that tomorrow? Or how about we send a Tweet right now and ask people if they want to try it. So that’s what we did, and we got on Skype with people and asked them to share their screen and reaction as we switched on the new extension experience.
The feedback from those screen-sharing Skype calls was shocking. 6 out of 7 people were completely confused about the new UI. They thought the picture tab would let them choose the thumbnail for the link they were sharing to Facebook (you could already choose that in the link tab). The biggest mistake we made was that we knew exactly what we wanted to use the feature for ourselves, so the UI made complete sense to us. It wasn’t clear at all for someone seeing it fresh. The worst part is we could have known this months earlier if we’d just done a few mockups and shown those to these same users.
3. Brand New Buffer: a completely redesigned web experience and new iPhone app
In the Summer of 2012 we started to think about some key improvements we should make to the web dashboard for Buffer. We had accounts listed horizontally and this meant there was a natural limit by the width of the page. We wanted to create an interface that would be more flexible. What started as a simple adjustment from a horizontal menu to a vertical menu became a half year project including a complete redesign, new features and unified web and mobile app experiences and design.
One of the core tenets of lean startup is to have small batch sizes. Somehow that went completely out of the window and we decided that we needed to group all of these changes together. We got hungry for a big splash launch and decided that’s what we’d aim for. We envisaged being on all the tech sites and having a surge of new users.
As with everything, this project took longer than we expected. In the end, we managed to wrap it up before the end of the year, which was a relief.
We were successful in getting that big splash we had dreamed of. We emailed our several hundred thousand users and wrote two blog posts. We were covered by Lifehacker, TechCrunch, Forbes, VentureBeat, TheNextWeb and more. I remember the excitement as I took this screenshot of our Google Analytics real-time where we had 766 people on Buffer at the same time:
It was several months later when we started to truly focus on metrics and growth that we saw the mistake this big launch was. The problem with grouping all your changes together is that it’s difficult to see how each of the individual changes has impacted everything.
From one day to the next, we had reduced our overall activation by 25%. We count a user as “activated” if they connect a social network and post at least once using Buffer. Activation dropped from 51% to 39% as a result of this launch. In the cloud of buzz and signups, we had no idea and no reason to suspect there was a problem. Upon closer inspection, it was even worse. Taking activation for web by itself, it had actually dropped by 50%. The new design and signup flow caused activation the web contribution to go from 24% to 12%:
The only positive finding was that our new iPhone app was certainly a success, almost doubling activation for people signing up from the iPhone app:
The combination of activation decreasing so much on web and iPhone activation increasing made it hard to see there was a problem. It took us several months to adjust our signup flow to bring the activation back up to previous levels. If we had a/b tested and looked at the metrics of the new web experience with a small percentage of our users before going live with it, we could have identified the drop in activation and fixed it before our big launch. We could have had months of higher activation.
The lesson from this for us is to always launch things in small batches, and to measure the impact of everything we do.
4. How Buffer for Business came into existence, and how it became 25% of our revenue in just a few months
Half way through 2013, Leo and I started to think about our vision for Buffer and whether it was playing out in a way we were happy with. Our vision was to be a sharing platform across the web and apps, and we’d made a lot of progress with our Buffer button across websites and blogs, and our iOS SDK inside Feedly, Pocket, Instapaper, Echofon and others. Our growth was still good, but it was slowing.
We had the amazing chance to meet with Jason Lemkin, who is incredibly experienced and sharp about what it takes to succeed as a SaaS company. We had thought for some time about expanding Buffer and having a product focused on business customers. So far, we’d talked ourselves out of it with the common argument that we should stay focused. Jason gave us some of the best and most controversial advice I’ve had, which was to “do everything, just try it”.
We left that meeting excited and decided we might as well move ahead and see what happens. My co-founder Leo took the lead on investigating the social media problems and needs of businesses.
We had two key product ideas which could be attractive to businesses. The first one we were super excited about: a way to allow the whole organization to connect their personal social media accounts and help spread the news of product launches and press releases. We thought it could be huge for marketing departments. Our second idea was an extension of Buffer, to make it work for businesses and agencies with large numbers of social media accounts and team members.
Leo reached out to several existing customers hitting the limits of our $10/mo plan and jumped on dozens of video calls. He asked them about their problems and shared our ideas to see if they resonated. We were so excited about the idea of supercharging marketing by making use of the whole company’s employees, and were surprised by how few people wanted that product. The best feedback Leo had was from a head of marketing who said:
"I can’t rely on employees to do our marketing. It’s a nice to have, but we wouldn’t pay for that alone."
The idea to make Buffer more powerful was a huge hit. People at the limit of the $10/mo plan were desperate to use Buffer with more than 12 social accounts, which was our current limit. We had a lot of pent-up demand.
So we moved ahead on allowing people to use Buffer for more than the current $10/mo plan. We reflected on how to do this in a lean way and came to the conclusion we could do it without any new features or work on billing. We charged them through the feature to create and change a billing plan in Stripe, and put them onto a plan in our admin area that removed the 12 accounts limit. With no new product or marketing, we suddenly had 50 customers and Buffer for Business generated $10,000 in new revenue, 6% of our total.
We then kept talking to these customers and discovered a handful of additional problems we could solve for them and include in a new product, which we launched as Buffer for Business a couple of months later. It’s been a big hit and is already 25% of our monthly revenue.
Let me know if you have any thoughts or questions about our focus on being lean at Buffer. I’d love to hear from you in the comments below!
P.S. Like using the lean startup approach to build products? I’d love your help - we’re growing the team at Buffer.
Photo credit: Betsy Weber
It’s often interesting to look back and think about how much I’ve learned in the past year or two. Especially areas where I almost had no understanding at all. Company culture is one of those areas. Sure, I had come across the term and I even took an organizational behavior course while studying, but it only really became real for me when I was running a team and it started to grow.
How we became focused on culture-fit
In the first two and a half years of Buffer we slowly grew to 11 people. In December 2012 (2 years in) we were 7 people and I had started to think about company culture. I envisaged we would start to add more definition around what our culture was, and in early 2013 we did so, collaboratively creating our culture deck.
It was right around this time and the few months following where we had quite a lot of turbulence. We realized that as we started to put together the culture deck, a number of our friends we were working with were not completely aligned in living the values. We had to make a number of difficult team changes. Letting people go was one of the hardest things I’ve ever done, especially in the cases where they were good friends.
Since then, we have hired (and fired) in a very focused way based on our culture. We also introduced Buffer Bootcamp, a 45 day period for us as well as the new team member to decide whether it feels like a great fit. Everyone goes through the Bootcamp (there are no exceptions) and usually people receive several pieces of feedback. The ratio that’s emerged is that around 70% of people move on from Bootcamp to become fully on board team members.
How the team has grown at Buffer over 3 years
I thought it might be interesting to take a look back at the growth of the team in the last few years. We’ve been running just over 3 years, and we’re now 17 people.
The path hasn’t been completely smooth. For the first year and a half we didn’t fire anybody. In a lot of ways, we thought we had it all figured out and prided ourselves in having never let anyone go. Here’s the reality of startup life, at least in terms of how we’ve experienced it:
The chart above reflects one of my most difficult and important learnings so far with Buffer: that if you want to have a great team and a great company, you’re inevitably going to fire people at times. And I think ‘fire’ is often a strong term (but a correct one) since for us it has usually been a culture-fit decision rather than productivity or a case of someone doing something that would be cause for immediate dismissal (this has not happened in our journey so far).
I’ve since become comfortable that our team growth is much healthier if it looks like the second half of the graph. It’s worth noting that although it looks like a smooth upward trend in the last few months, this is simply because we’re hiring faster. We’ve brought people on and let others go in the same month a number of times. I believe that there will always be people who don’t gel with the team and where it makes sense to part ways. We’ve decided that at Buffer this will be part of the process of creating a team which is super aligned and fun. As Carolyn has put it to me before, at Buffer we’re “birds of a feather”. It’s a place where if you’re a good fit, you’ll feel like you’ve found home.
How has the team at your startup or company grown? I’d love to hear about your experiences.
Photo credit: Antoine Gady
I’ve written in the past about how I see the role of a CEO to be one where you are repeatedly firing yourself. Joe Kraus brought my attention to thinking about the role in this way, and it has been an incredibly powerful mindset as Buffer has grown.
It’s been fascinating to see how this idea of firing yourself has been reflected not only in the evolution of my role, but also our co-founder and Chief Operating Officer Leo, and our Chief Technical Officer Sunil. I’d say it is probably happening right now for Carolyn, our Chief Happiness Officer, too.
I thought it might be interesting to take a look back on the journey so far and share the times where myself or others have fired ourselves.
When to first think about firing yourself
It seems quite clear to me now that we’re 15 people and I’ve replaced myself a few times, that this notion of ‘firing yourself’ is one which is very useful to embrace as a founder. As a founder you’re always thinking about the whole business, and so by hiring people for your key skill tasks, they can focus fully and do a better job.
I have the opportunity to regularly meet with founders and recently my meetings have caused me to think about when the right time might be to start thinking about firing yourself from the first key skill-based activity you are working on.
First you need to achieve product/market fit
Before any kind of scaling, I think it’s essential to hit product/market fit. This is the point when it’s clear your product ‘works’. People are sticking around, they’d be super disappointed if you went away, and you’re growing fast. You can feel the potential when you’ve hit this stage.
To put it another way: until you hit it, your only job as a startup founder is to work on reaching product/market fit.
Keep working on a skill long enough to hire well
Even once you’ve hit product/market fit, you probably want to keep doing your skill tasks long enough to truly see how useful it will be to have someone else in that role full-time. For your first skill-role, perhaps coding or marketing depending on whether you’re a technical or non-technical founder, you will probably not have the challenge of wanting to let go of the role too soon. Most people hold on too long, and sacrifice slow down growth of the company. I certainly have done this myself. However, once you’ve fired yourself from that first task, for subsequent ones which you’re learning from scratch you might want to do them long enough to see the full opportunity and understand the area well enough to ask the right questions when hiring.
Start doing many things at once (it will become chaotic)
As a founder, especially as a CEO, you’re probably going to be doing many things at once. You’ll at least be thinking about many things at once. My role has shifted from actually doing many things to helping to run many things. As you grow you might find you have a larger impact by becoming an ‘editor’ and thinking about how the team can move faster, as well as helping to refine some of the details and keep everything moving in the right direction.
As you gain more traction, you will find increasingly many areas of the product and company to stay focused on. New useful roles will emerge which you didn’t have to begin with. What’s worked well for me is to embrace this expansion and try to handle many of these areas. When everything feels somewhat chaotic, it’s a great time to think about firing yourself from one or more of the areas. And that chaos is healthy I think. It can be hard, I’ve had many times where I felt I was letting people down by being stretched in many directions.
You’ll start leaving money on the table, so become aggressive about firing yourself
Once you’ve grown to a stage where you’re juggling many different areas and key metrics are growing healthily month to month, you’ll start to leave money on the table by holding onto tasks. You’ll be doing a less adequate job in many areas than someone else could who is more experienced in that speciality and has an opportunity to focus on the task full-time. It’s key to start being reflective about areas of the company for which this is happening. It’s then great to start hiring to remove yourself from the day-to-day of some of the roles.
The times my co-workers and I have fired ourselves
I first fired myself in a small way when Leo and I were fundraising after AngelPad demo day in the last 2 months of 2011. We needed to keep our traction going, so Tom had come on board as our first developer other than myself, and we also hired a contract marketer so that Leo could step back a little from the content marketing. It worked well: we continued to grow at a great pace and managed to secure $450,000 in funding from great investors.
A couple of months later, our support volume had grown quite high and Leo had been the one who decided to take it on so that Tom and I could continue building out the product. We soon realized that it was quite hard to manage, and that we wanted to do more than just ‘manage’ customer support. It’s now a core part of the vision of Buffer which is to be the simplest and most powerful social media tool, and to set the bar for great customer support. That’s when we started to grow our Happiness team and Leo gradually let go of support completely, to stay focused on Marketing, PR and Partnerships/BD.
Half way through 2012 while in Tel Aviv, we realized that Android was a huge potential area of growth and so I spent a couple of months learning Android and preparing a new version of our very minimal app which had thus far been developed by someone on a freelance basis. It was a real struggle to fit in learning Android as well as making progress on the actual app, alongside all my other tasks which were less ‘maker’ and more ‘manager’. This is when I wrote my article about transitioning from a maker to a manager. Shortly afterwards Sunil joined the team as an Android hacker. He eventually fired himself from this role, too, and became our CTO.
In late 2012 and early 2013 we started to grow the engineering team further, and I began to code less and less. My key focuses were hiring, culture, investor relations and overall product and growth coordination. About 3 months into 2013 I decided to drop coding and become more focused on product. Stopping thinking so much about technical details helped me stay focused on the needs of the user.
Sunil’s role evolved a lot in the first half of 2013. Tom finished at Buffer early in the year (now doing great things with Sqwiggle which we use on a daily basis) and Sunil quickly switched over to Web and helped us grow a lot there. We then started looking for someone to take over Android so that he could focus on Web and eventually get into a position of overseeing all of technology at Buffer. In April we made him CTO and Carolyn became our CHO.
The most recent example of firing myself has been to step away from the day-to-day operations on the product side of things. I’m still very much involved with setting the direction and being an editor of the product. I try to be one of the most active users of Buffer (I originally built it to solve a pain-point I experienced so this isn’t hard) and I often spot things we need to adjust.
Stepping away from product has probably been the hardest example of this concept yet for me. I always viewed coding as a means to create something, but product itself is that creation itself. In December 2013 it hit me hard that by keeping hold of the role I was neglecting to think about the business as a whole, and I knew I needed to find someone to run it within the next few months.
I originally thought we might look for someone outside Buffer to help run product, then I chatted with our advisor Hiten and he planted the idea in my mind that I could ask people in the team to take over different parts of the role. I bounced the idea off Brian, our designer, and he immediately took to it. It only took him a week to be doing a better job of product than I ever was. Oh, and it probably comes as no surprise that we’re now looking for our 2nd designer.
When you do something yourself, you’re not doing it well
Having thought about the concept of firing yourself further in the last few weeks, I’ve come to a key realization: if you’re doing something yourself as a founder of a post-product/market fit startup, you’re probably not doing it well.
The way I see it is that if you are doing a task yourself alongside juggling all the other duties you naturally have as a founder, you have to make compromises. To put things into perspective, the areas we’ve identified as key tasks at Buffer currently are: Product (web and mobile), Engineering, Marketing, PR, Customer Support, Partnerships/BD, Admin, Growth, HR, Recruiting and Investor Relations. There are probably more, too. As CEO I have to have all these things in my head, and oversee half of them directly. As COO Leo oversees the other half.
With this much to think about, anything Leo and I are doing directly ourselves right now has to be done only ‘partially’. We both look for the 20% of the work which will get us 80% of the benefits, and can’t do much more than that for everything we’re working on.
Therefore, as a founder, I think it’s important to approach ‘firing yourself’ as a cycle, embrace it and enjoy letting go. You have to be happy to be an expert of nothing.
As an interesting final point, there might be another way to do this. I’ve found it fascinating to read Rand Fishkin talk over the last year about the idea of a high-level Individual Contributor. A key piece on this was his article titled If Management is the Only Way Up, We’re All F’d. I also found it fascinating that Rand recently stepped down as CEO of Moz and his role is now simply Individual Contributor. I love Rand’s idea of multiple ways to progress in a company.
Have you experienced your role evolve and the concept of firing yourself? I’d love to hear your thoughts on this topic. I imagine I still have a lot more self-firing to do yet!
Photo credit: Xavier
It’s an exciting time for Buffer. Toby Osbourn just joined and we’re now 16 people. Toby joined us as a Backend Hacker, and he’s been a joy to work with so far. Within just a few days we can all feel his impact.
In the first few days, Toby has been fantastic with asking questions and learning about the Buffer culture. One thing he asked me is how we think about email at Buffer. I thought that writing a blog post as the answer could help lots of other founders too.
Buffer Value #2: Default to transparency
One of our highest values at Buffer is to default to transparency, and we aim to live to this value in many dimensions. We stick to this through good times and bad, and we had a chance to demonstrate this recently with our unfortunate hacking incident. It was amazing to see the support we received by staying transparent and trusting our customers with the full details of everything happening.
Within the Buffer team we have complete compensation transparency and every team member knows each others’ salary and equity stake through stock options. We go all the way - we share whether we’re fundraising, we share when we have acquisition interest, and we share the bank balance. In fact, we share the bank balance and revenue numbers publicly.
Transparency builds trust and triggers better decisions
"lots of traditional, widely accepted, and perfectly legal business practices just can’t be trusted by customers, and will soon become extinct, driven to dust by rising levels of transparency, increasing consumer demand for fair treatment, and competitive pressure" - Don Peppers and Martha Rogers in Extreme Trust: Honesty as a Competitive Advantage
There are many reasons we default to transparency at Buffer, and perhaps the most important is that I genuinely believe it is the most effective way to build trust. This means trust amongst our team but also trust from users, customers, potential future customers and the wider public who encounter us in any way. For example, we have a whole blog dedicated to sharing everything about how we run the company.
By sharing all our decisions, numbers, successes and failures, we are showing our customers and supporters that we are responsible and strive to do the right thing.
Keith Rabois, COO of Square, put better than I ever could the second reason we place such a priority on transparency in an interview with Rob Hayes of First Round Capital:
Ultimately, if you want people to make smart decisions, they need context and all available information. And certainly if you want people to make the same decisions that you would make, but in a more scalable way, you have to give them the same information you have.
Defaulting to transparency with email communication
Narrowing down to the aspect of team emails, this is an area where we also strive for complete openness and transparency. Stripe do something similar and provided great inspiration for us.
When you start working at Buffer, it can come as a little bit of a shock. Instantly you’re receiving every email exchange between team members, in every single team. If you’re in our Happiness team you still see all the emails going on in the engineering and product team. You see design iterations and progress on our mobile apps. You see emails about our content marketing and work towards getting press.
This might sound a little crazy, and probably certainly seems totally overwhelming. But that’s the price we’ve decided it’s worth to have complete transparency. Nothing is more important to us. We have chosen to be open, and we find ways to handle the volume.
You also see emails of external communications happening. Interview requests, getting press and discussions with partners.
When you experience it, there is a magical aspect to it. You learn how Leo goes about getting us in all the top tech news sites when we launch a new feature. It all contributes to a faster pace of learning for the whole team, and means that everyone naturally knows a lot of what is going on.
How email transparency works in practice
We have several internal email lists, which only Buffer team members can send to:
- team@ - this goes to the entire team
- engineers@ - includes all our engineering team
- heroes@ - for our happiness hero (customer support) team
- crafters@ - related to content marketing
- design@ - for design discussions
- product@ - for product feedback and signals
- metrics@ - anything to do with company metrics
- biz@ - related to buffer for business
- bizdev@ - for BD activities (partnerships, integrations)
- marketing@ - related to press activities
Whenever you email something to do with Buffer, you almost always cc or bcc one of these lists. For example:
- email a specific team member and cc a list
- email an external person and bcc a list
- email to a list to notify a whole team
The general rules are as follows:
- if it’s “to” you, you’re expected to reply
- if you’re specifically cc’d, you’re expected to read it
- if it’s your own team that’s cc’d, you should read that
- you should strive to always cc or bcc a list
Handling the risk of email overload
Admittedly with a growing team the overall email volume has gone up a lot in the past couple of months. We’re so bullish about transparency that this isn’t a huge concern for us. That said there are a few things we’re doing to ease that volume:
- we’re starting to encourage filtering out some emails between other team members so they’re not in your inbox but they’re easily accessible and browsable
- transparency often simply means that you can access that information when you want to, not that it’s pushed in front of your face
- we’ve set up a private Facebook group to share links and emails that don’t need a reply. The concept of a “like” is proving to be very powerful for messages where you want to show appreciation but might not need to reply
Times when we might keep email private
There are a few times where email transparency doesn’t feel quite right. Usually this revolves around specific personal circumstances or a potential upcoming team change (e.g. a promotion or thinking about a firing). With this said, we truly strive for transparency and want to improve here too. Currently we try to always ask each other whether we can accelerate some of these discussions and bring in transparency.
How do you handle email at your company? I’d love to hear your thoughts on this topic.
Photo credit: Juin Hoo
Three of our key values at Buffer are “Always choose positivity and happiness”, “Have a focus on self-improvement” and “Live smarter, not harder”. As a result of these particular values, in the last few months I have tried to be quite deliberate about living as fully to the values as I can. Specifically, it has meant finding ways to work on improving my happiness and the quality of my sleep. I wanted to share a couple of neat small techniques which have helped me.
Forcing a smile and feeling the flow of gratitude and happiness
"It is not joy that makes us grateful. It is gratitude that makes us joyful." - David Rast
Åsa, one of our awesome Happiness Heroes at Buffer, Tweeted the above quote, and I have found it to be very true. I think there’s a clear link between gratitude and happiness, and this is an interesting correlation to take advantage of.
This morning I was walking to a meeting, and for some reason I didn’t feel as upbeat as I like to be. I was walking along, perhaps a little more sluggish than usual. I think my head was tilted down towards the ground, rather than feeling calm and confident and looking straight ahead.
As soon as I noticed how I felt, I decided to experiment with something. I’d discussed with Leo and others in the team the fact that smiling can actually be the trigger to feel happier, rather than needing to feel happy in order to smile. Leo had written on the Buffer blog about what happens to the brain when you smile.
So, I simply opened my mouth slightly, and started to force a smile. Even the smallest hint towards a smile changed my mood right away. I then adjusted my posture, looked up to the amazing clear San Francisco sky, and smiled wider. I then felt gratitude that I’ve been lucky enough to find myself in this place, and be able to live here in this magical city. These few minutes completely transformed my mood.
I’ve noticed that for myself, I have a habit of walking around with my mouth closed, and this makes it a little less natural for me to easily break into a smile. I’ve started to open my mouth more, and somehow this has helped me smile more (and make me happier). This seems to help me a lot.
Reflecting on why I woke up many times during the night
Back in March we introduced a perk at Buffer where everyone in the team gets a Jawbone UP. Since then I’ve become quite interested in my sleep and how I can improve it. I have always struggled with sleep, and sometimes convinced myself that I’m the kind of person who doesn’t need that much sleep. When studying I would often get by on 5 or 6 hours sleep. The fact is, however, that when I get 7 hours sleep compared to 6, I can feel a big difference in my focus and productivity during the day.
So in the last few months I started to experiment with all kinds of different things to improve my sleep. I tried wearing earplugs, going for evening walks to wind down, opening a window to cool down my room, etc. A key thing I found out by having the Jawbone UP and seeing the statistics of my sleep, was that I frequently wake up in the night. I then realized that I often wake up to go to the bathroom. Once I discovered this, I tried to stop the waking by drinking less before sleeping. This didn’t seem to stop me waking up, however.
I then began to start thinking about what happens when I wake up and go to the bathroom. When going to the bathroom of course I turn the light on, and this immediately starts to wake me up further. It also naturally led to me washing my hands, and in that process I found myself looking in the mirror and noticing sleep in my eyes. I’d therefore wash my face. By the end of this, I was almost completely awake.
Since I had conceded that I might not stop the waking, I decided to try something else. When I awoke, I simply stayed lying in bed and didn’t get up to go to the bathroom. I didn’t really need to go to the bathroom that bad. Interestingly, this small adjustment has improved my sleep massively, and has led to the difference you can see below:
With the same amount of time in bed, I can get around an extra hour of sleep, just by avoiding getting out of bed to go to the bathroom. It blew my mind how that small change could have this impact. And of course I sleep every single night, and so this leads to better focus and productivity every single day. Wow.
These are just two interesting small techniques I discovered while reflecting on my happiness and my sleep. Are there any small changes like these that you use to help you succeed or feel happier?
Photo credit: Diogo A. Figueira
One of the things I enjoy most about building a company is to focus on culture, and to think about how we can create a team which is a joy to be part of. A large part of this is creating a set of values and trying to gather people who feel at home amongst each other.
As part of this focus on culture, we have done quite a few things rather early at Buffer. We started to think seriously about culture when we were just 7 people and put our values into words shortly afterwards.
A realization my co-founder Leo and I had shortly after this was that if we truly want to focus on creating a great culture, it is inevitable that some people won’t work out and we would have to ask them to leave the company.
There is very little written on the subject of firing people, and it’s a hard thing to talk about, especially when you are still small. However, one of our highest cultural values is transparency, and for some time I have felt we were not being true to our values by not talking about this.
The journey to the current Buffer team
To put things in perspective here: Buffer is now a team of 13, and in the journey so far we’ve actually let 6 people go. For us, we’ve luckily never had financial struggles, all of these decisions were based around culture-fit. It’s hard work to hire people and even harder to fire people, so a team of 13 feels rather small for the efforts we’ve been through so far. At the same time, this team of 13 is a real privilege to be part of.
Hiring for skills vs hiring for culture
When I started Buffer, I had no real idea what culture is. We grew quite fast, and my intuition was to fill the gaps we had with the most skilled people I could find.
Once we reached 7 people, I started to see the importance of building a cohesive team that works well together and is a lot of fun to be part of. A large part of this is defining the culture and finding people who are a great fit for that culture. That’s when we put our culture into words and created our cultural values.
Once we had put our culture into words, that’s when we started to much more rigorously hire based on the values. In fact, it’s really hard to hire for culture-fit until you have your values in words:
“‘Cultural Fit’ is only a valid hiring criteria if you can accurately define your culture” - Chris Yeh
With our culture in place, we’ve evolved our hiring process and we focus a lot on the culture we have. This means finding people who are positive and happy, with a focus on self-improvement, who have gratitude, are humble and are comfortable with our extreme transparency. We have what we call a ‘Buffer Bootcamp’, essentially a 45 day contract period with 1:1 meetings for feedback at 2 weeks, 1 month and 45 days. A lot of this is to see whether Buffer is a good fit for the person joining the team.
With this more rigorous process, we found that some people didn’t fit the culture and letting people go was inevitable. Surprisingly, the very act of letting people go has shaped our culture more than anything:
"I think some of the core decisions that impact culture are who you let on the bus and who you make sure gets off the bus. The values that determine these decisions really shape your culture. Similarly, who gets rewarded and promoted within your company really shapes your culture. So, it’s the actual every day operating decisions that most shape your culture." - Dave Kashen
Culture is not about right or wrong
Although we’ve let 6 people go, these were all great people and they all did fantastic work. We just realized that they were not a perfect fit for our culture, so it made sense to part ways.
I would even go a step further and say that keeping people around who are not a great culture-fit is one of the worst things that could happen to someone. It has almost always been a mutual feeling when I had the conversation to let someone go: they felt some relief. I even have this quote on my wall to remind myself to think in this way:
"Waiting too long before acting is equally unfair to the people who need to get off the bus. For every minute you allow a person to continue holding a seat when you know that person will not make it in the end, you’re stealing a portion of his life, time that he could spend finding a better place where he could flourish." - Jim Collins
Why letting people go is part of the process
I think firing someone is perhaps one of the hardest things you have to learn as a founder. Another key realization for me has been that letting people go is a continual part of growing a great team.
No matter how awesome our hiring process is, it’s inevitable that sometimes the person is not a great fit. Now that we have grown to 13 people and had to make tough team changes along the way, we’ve started to see a ratio emerge. We now know not to be surprised if about 1 in 4 people we hire doesn’t work out. It helps to know this possibility in advance.
"If you are super-scrupulous about your hiring process, you’ll still have maybe a 70% success rate of a new person really working out — if you’re lucky." - Marc Andreessen
This is probably one of the hardest areas of learning I’ve experienced as a CEO. I’ve spent a lot of the last 10 months thinking this through, reading as much as I could about it and getting lots of advice. We’re still at the very beginning, but it is comforting to have got to a point where this is a bit less scary.
Have you had to let people go while building your company? What do you think about the priority which should be placed on culture-fit? I’d love to hear your thoughts on this topic.
A special thanks to Leo, Carolyn, Belle and Sunil for reading drafts of this.
Photo credit: Katie Tegtmeyer
Buffer is a fully distributed team. It’s a decision I had to make at the end of 2012, and it’s interesting to reflect on that decision now. I am happy to report that I am in love with the choice we made to be distributed all across the world.
How Buffer is set up
When I say we’re a distributed team, I mean that we’re literally spread across the whole planet. Buffer is a team of 12 right now, and here are the locations of everyone in the team:
In addition, Michelle was in San Francisco until just a week ago, Andy regularly travels and Åsa just took a few months trip back to Sweden (she normally resides in Sydney, Australia).
6 reasons being distributed is so exciting
I think the distributed team discussion is often focused around the challenges. I wanted to share from our experience the fun side of being distributed, which I think far outweighs the challenges:
1. Our team is super productive
The thing about hiring people for a distributed team is that they need to be self-motivated and productive working at home, coffee shops or a co-working space. We have a 45-day contract period to see how this goes and we look especially for people who have worked as freelancers or on startups. Everyone on board is incredibly smart and it’s humbling to work with them.
2. Team members have incredible amounts of freedom
Have a family event coming up and need to travel on Friday? No problem. Want to take off to Bali or Gran Canaria for a few weeks and work from there? Awesome - please share photos :) These things have all happened and are regular occurrences within our distributed team. It’s the little things too, like being able to avoid a commute and spend more time with family. We don’t have working hours and we don’t measure hours at all. We’re all excited about our vision and we focus on results, balance, and sustained productivity.
3. It feels like the future
Even being able to share the locations of all my co-workers when I meet others and chat about Buffer is so much fun and exciting. I think it provides a great story rather than all of us being in the same office each day. People ask how we manage it and I share our workflows and tools. We call HipChat our office, and a number of Google Hangouts are our conference rooms. I genuinely believe that how we’re set up will be very normal in a few years. There are certainly challenges and we’re still figuring a lot of it out. It’s fun and a huge privilege to be able to be part of this innovation and experiment and share our learnings.
4. I’m learning so much about the world
People within the team speak lots of different languages and talking with each other we learn about what it’s like to grow up elsewhere in the world. We think carefully about shaping our culture further and how our choices might affect the various cultures within the team. Carolyn recently has kindly been educating us about Nashville:
5. We travel the world to work together 3 times a year
Part of the DNA of Buffer is that we traveled all over the world for much of the first two years. This is something that has been sustained and is part of our values (and many in the team have lived up to this value by traveling as part of the team).
In order to have deliberate face-to-face time together to bond and have fun, we have 3 Buffer Retreats per year, where we gather the whole team in a single location. We spend a week working together and also do activities like sightseeing, boating and jet-skiing. We had our first in San Francisco (and Lake Tahoe) and next time we’ll be heading to a beach in Thailand!
6. Timezones make you awesome
Finally, you can look at timezones as an inconvenience, or you can embrace them and discover the magic of the time difference.
A key part of our vision is to set the bar for customer support. We obsessively track happiness of our customers and our speed to respond to them. We have almost a million users and we reply to 50% of emails within 1 hour and 75% within 6 hours. We do this with a Happiness Hero team of just 3, and we couldn’t achieve this level of service without being spread across multiple timezones.
Timezones are a huge help for our development cycle too - with engineers in the US, UK and Asia, we literally never stop coding.
Do you have experience of working in or growing a fully distributed team? Or do you have any thoughts about working in this way? I’d love to hear from you.
Photo credit: Colleen Lane
This article is inspired by Startup Edition in response to “What advice would you give young entrepreneurs?”
I feel incredibly lucky that I managed to jump on board the path of building a startup. Having hit upon a product that solved a key pain for many people, Buffer has grown rather fast. We now have over 850,000 users and the team is 12 people.
When I reflect on how quickly things happened and what it has required of me, the first thing that comes to mind is Paul Graham's essay entitled How to Make Wealth. In particular, this part resonates with me:
You can think of a startup as a way to compress your whole working life into a few years. Imagine the stress of working for the Post Office for fifty years. In a startup you compress all this stress into three or four years.
There’s a lot to learn if you aspire to build a startup. I have thoroughly enjoyed the journey, and I can only recommend it to others. I can’t think of a better way to lead a fulfilling life. Here are 6 suggestions I have if you happen to be getting started along this road:
1. Experiment. Lots.
"If you’re not already doing a side project, I’d recommend starting one. Although they can complicate your schedule and make life busier, they are one of the few consistent keys I’ve observed in almost anyone who has impressive accomplishments." - Scott Young
I’ve mentioned previously that the Internet is littered with my past attempts to create a successful startup. Even before I knew I truly wanted to build a startup, I played around with countless side projects and they are spread across the web, too.
I think there is often a misconception that to be successful you need to focus and put all your eggs in one basket. That’s not how it happened for me. I tried a ton of different things, and I started Buffer on the side while working full-time as a freelance developer. The key is to focus once you have something that works, that gains traction and people love. Until then, I say experiment away.
2. Stay inspired.
"People often say that motivation doesn’t last. Well, neither does bathing - that’s why we recommend it daily." - Zig Ziglar
Looking back to the early days of my first startup attempt, I think something that kept me going was that I continually read books about startups and entrepreneurs and watched as many interviews of founders as I could find. In fact, I was especially humbled to be invited to share my story on Mixergy precisely because I have watched tens of interviews by Andrew Warner and they always inspired me to keep pushing forward.
It’s true that at some point you have to stop soaking up the motivation and actually get to work. However, I think a lot of people underestimate how powerful it can be to be take in the learnings of others. Especially in the early days when you might not necessarily be surrounded by others trying to do startups, I think staying inspired in this way can plant that spark inside to help you make it happen.
3. Travel the world and move.
"Travel is fatal to prejudice, bigotry, and narrow-mindedness." – Mark Twain
Travel is something that I always thought would be fun, and I never imagined the impact it could have for me. From simply moving a hundred miles from my hometown of Sheffield to Birmingham in the UK, to then traveling several continents and living in San Francisco, Hong Kong and Tel Aviv, I’ve been extremely lucky to have experienced completely different cultures and meet great people.
I truly believe that if you choose to travel you’re immediately much more likely to succeed with whatever you are trying to do. Leaving what you know and stepping into uncertainty, you naturally become more open-minded and create new opportunities for yourself.
Interestingly, many have an attachment to their hometown and want to be there in order to help their town and others who live there. My belief is that you can do a lot more to help your hometown if you make the decision to leave. I’ve never once heard someone regretting their decision to travel.
4. Choose your friends wisely.
"You are the average of the five people you spend the most time with." - Jim Rohn
One of the most interesting side-effects of moving and traveling a lot has been that in every new place I have settled in, I have had the chance to rethink every part of my life. I reflect on what kind of place I want to live, how close I want to be to all amenities, what routine I want to adopt and even who I want to hang out around.
The clear example of the power of adjusting your group of friends is that your school friends probably aren’t all entrepreneurs. The thing with doing a startup is that it’s an unusual path and one where there are far more reasons it can go wrong than can go right. If you truly want to succeed, surrounding yourself with other optimists is one sure way to have much better odds. The cool thing is, these are really fun people to be around.
I strive every day to meet (and hire) more people I can learn from.
5. Stay laser focused on building something people want.
"In nearly every failed startup, the real problem was that customers didn’t want the product." - Paul Graham
It’s easy to get distracted when you begin your startup endeavors. You might take a look around and assume you need to incorporate, or raise funding, or countless other things that everyone seems to do.
In my experience, all that really matters is to try and find a real problem to solve. What it comes down to is whether you have hit product/market fit. If you have, you’ll know it, and you’ll start to get traction.
If what you’ve built isn’t working, keep experimenting with new ideas.
6. Be open and vocal
"If you have an apple, and I have an apple, and we swap, we each still only have one apple. But if you have an idea and I have an idea and we swap, we each have two ideas." - George Bernard Shaw
Before Buffer, I had a few previous startup ideas that weren’t too successful. One of the things that is easier to reflect on in hindsight is that luckily during that time I was Tweeting, blogging, going along to events and generally getting to know a lot of people.
When people ask me what my initial marketing was to get Buffer started, the truth I have to share is that my marketing consisted of sharing the idea with the 1,700 Twitter followers I had at the time. I attribute my previous openness to the fact that I had these followers to help me get Buffer started. As a result, I completely agree with Leah Bursque’s advice:
"Talk to every single person you meet about your idea. Talk until they tell you to shut up. Discover new questions and patterns so you can test and refine your idea. Then find more people to talk to."
What advice would you give to an aspiring startup founder? I’d love to hear your thoughts.
Read more on this topic from an awesome group of entrepreneurs at Startup Edition.
Photo credit: Robert Scoble
I’ve written in the past about the evolution of our culture at Buffer. One of the things we started to do at around 6-7 people as part of the culture is that everyone has a 1:1 session with either myself or their team lead at least every 2 weeks. On top of that, I personally have a 1:1 session with Leo, Carolyn and Sunil (the c-suite) every single week.
It’s been pretty powerful to put in place, and it’s something I would very much encourage startups to experiment with early on. I don’t often hear about coaching and feedback processes being in place at startups, and it took us some time to figure out how to structure it, so I hope this might be useful.
How the 1:1 sessions work
We’ve had many different iterations of the structure of our 1:1 sessions, which originated from the ‘mastermind’ format I’ve previously written about. Currently they last around 70 minutes and have quite a rigid structure as follows:
- 10 minutes to share and celebrate your Achievements
- 40 minutes to discuss your current top challenges
- 10 minutes for the team lead (or me) to share some feedback
- 10 minutes to give feedback to the team lead (or me)
Each of these sections serve a slightly different purpose and combine to create a very productive session. In addition, once sessions like this are done consistently over a period of a couple of months, a momentum builds and we’ve found the whole team has really started to move into a whole new gear.
The 1:1 is for the team member, not the CEO or team lead
You might notice that in the structure breakdown above, it translates to 60 minutes dictated by the team member, and only 10 minutes led by myself or the team lead. This is very deliberate, and in the early days the balance was the other way around. One of the key realizations for me that it should work this way was a great article Ben Horowitz wrote entitled One on One where he said the following:
Generally, people who think one-on-one meetings are a bad idea have been victims of poorly designed one-on-one meetings. The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting.
When you share the structure in advance and 85% of the time is dedicated to the team member, and it is up to them to set the agenda, it suddenly becomes very empowering.
Listening and suggesting, rather than commanding
During the 1:1 session, the team lead will try her best to simply ask questions and maybe share some of her thoughts or similar experiences. The aim really is to help the team member to think about the challenge and come up with their own solution or steps forward that they can be completely happy and excited about.
This can be one of the hardest things to do - to hold back when an idea comes into your head about what the team member could do next to solve their challenge. However, this is really important. If instead of just instructing the team member as to how to solve their challenge, you ask questions to try and guide them to that answer, then you might find your own idea was in fact the wrong solution entirely. This has happened quite a number of times, and has been fascinating to see.
Even if the solution is what you have in your mind, it is a hundred times more motivating for the team member to come away knowing that they came up with a solution themselves, that this solution is theirs and they were not commanded. Galileo explained perfectly why we try to approach it in this way:
You cannot teach a man anything; you can only help him to find it within himself.
The power of scheduled time for reflection, celebration and feedback
I think a reason that the weekly or biweekly 1:1s can serve to accelerate progress at a startup, is that it is a deliberate and scheduled session to spend 10 minutes purely for celebrating achievements (something we often forget to be happy about and grateful for), and a lot of time to reflect and make adjustments. Tim Ferriss put this better than I can myself in one Random Show episode:
It is important that you pay as much attention to appreciation as you do to achievement. Achievement without reflection on what you have and the gratitude for that is worthless.
In addition, having 10 minutes for each person to give feedback to the other is very freeing. The time is set up specifically for feedback, and if this time did not exist it may be hard for someone to share their concerns or suggestions for change within the company. Especially for a CEO, it can be uncomfortable for people to share feedback, so this setup is a way to receive incredibly useful information.
Embracing our cultural value of self-improvement
One of the unique values in the culture at Buffer is to “Have a focus on self-improvement”, and this can be related to your work at Buffer or (often) personal improvements.
In the challenges section of the 1:1s, the discussion may be for challenges within Buffer, or it could be working on your self: for example improving your sleep, pushing yourself to keep learning a new language, trying new forms of exercise such as swimming, or how to blog more frequently.
Do you have a process in place for accelerated improvement and two-way feedback at your startup? I’d love to hear your thoughts on this topic.
Photo credit: Jerome Carpenter
As a CEO I often ponder how I can help the team be as productive and happy as possible. As part of our decision to be a distributed team at Buffer, there have been a number of amazing advantages this has brought as well as it making a fun team to be part of due to the many different cultures and locations of team members. Recently I’ve seen quite a number of articles about remote working, and I’m excited so many are sharing their insights. I particularly enjoyed Wade Foster's article on how they manage a remote team at Zapier and wanted to share some insights into how we do things at Buffer.
The decision to be a distributed team
During the few months I spent focused on the decision of whether to commit to Buffer being a distributed team, I sought advice from many people. Some of the best advice I received was from David Cancel, who I had the chance to sit down with and chat over coffee. His key insight was that in his experience founding a number of companies so far, he has found that two scenarios work well, while one doesn’t work too well. He advised that we either be fully distributed, or have everyone in the same office. David said that the time he had a main office with the majority of people there and only one or two people working remotely, that didn’t work so well.
With this insight and further thinking I made the decision and we became a fully distributed team. We immediately hired a number of people working remotely to quickly balance out the team and ensure we were fully distributed rather than a team in one location with just one or two remote workers. This was an immediate benefit to us especially as a team focused on outstanding customer support, since we quickly covered all timezones.
The delicate nature of a distributed team
The interesting thing I’ve found with a distributed team is that I believe it is a very delicate balance to ensure that everyone who is away from the main base location feels just as much a part of the team. What you don’t want is to end up with a scenario with people feeling like “second class citizens” if they are not in the base where the office is. Jason Zimdars from 37signals put this in the best way I’ve heard:
There are no advantages for people who come into the office, no disadvantages to staying home to get your work done.
I think this a super important quality of a great distributed team, and it is one we consistently keep in mind and something which causes many of the questions and choices around our distributed team.
Questions often in my mind while we grow as a distributed team
As a result of these difficult and important choices to ensure a distributed team works well, I often have some interesting thoughts and questions in my mind which to some could seem petty, but which I believe are essential to get right in order to thrive as a distributed team. Some of these questions we now have a confident stance on, others are things which still linger in my mind. I believe being a distributed team and figuring out the best path is a journey which will last the lifetime of the company.
Is it appropriate to have a base location?
This is a question I spent quite a number of months pondering. During the time, we were traveling the world having been unable to get visas to stay in the U.S. (we have visas now).
In the end, we realized that there are advantages to having a base location, depending on what your startup does. For us, we are in the social media space and we are regularly doing integrations with other startups. It just so happened these startups and the big social networks were all mostly based in San Francisco or Silicon Valley. Proximity to them was a huge advantage in order to secure partnerships.
Is it right to have an office in the base location?
For some time, we avoided having an office at all. By early 2013 we had a team of 9 with 4 in San Francisco. Some felt less productive working from home and coffee shops than they would in an office. We spent a number of months sharing an office with the awesome Storify guys and the team grew a little more, too.
We also started to focus even more on culture, and the whole team started to love the fact that the Buffer way was rather different to the norm. Being part of Buffer felt unique and we wanted to embrace this further by having an office we could call our own. I think most distributed startups have an office: GitHub and 37signals come to mind as good examples.
Another key reason we got our own office is that while a large portion of the team are not in San Francisco, we are planning regular retreats to get the whole team in the same place. The first will be in a month’s time and will be in San Francisco so we needed a sizable office to work together for the 10 day retreat.
In person meetings or everything via HipChat, Hangouts and Email?
With an office, if team members are in San Francisco it can be easy to delay meetings until all team members are in the office. I thought a long time about this and bounced the dilemma off Leo too. The conclusion we came to is that we should always do the thing we can do immediately. If we need to quickly have a meeting and we’re not in the same place, we should jump onto a hangout, even if we are in the same city.
In a similar fashion, we try our best to have a real bias towards chatting on HipChat and sending each other emails even if we are sat across from each other in the same office. By doing this we are really embracing the goal of there being no advantage to being in the office, and it also allows other team members to jump in and share their ideas in discussions.
Should we celebrate getting an office, or keep quiet?
This has been one of the most interesting recent questions I’ve had in my mind. Clearly getting our own office is a big milestone and feels very appropriate now that we are beyond 10 people and we are on a revenue run rate of over $1.5m a year.
We don’t want to shout too much about the office when many team members are not in San Francisco, that didn’t feel too good. At the same time, it is an exciting point to reach with the company. We’ve tried our best to find the right balance with this, however I’d love to hear any thoughts you might have.
What perks are appropriate when you have a distributed team?
At Buffer we’ve had a lot of fun coming up with some perks which are individual to us. We believe that perks are not something you can take and apply to any company. Rather, they need to be an extension and enhancement to an already ingrained culture. With our culture of self improvement, one of our most interesting perks is that everyone in the team is gifted with a Jawbone UP and this triggers discussion around getting good sleep and being active.
Most technology companies pride themselves with perks such as free meals and snacks at the office, as well as ping pong tables and other ways to take a little time out and refresh. The most interesting thing I’ve noticed is that the perks are almost entirely focused around what is provided within an office. A nice exception that comes to mind is Evernote who provide all employees with house cleaning twice a month and also pay employees to take vacation.
At Buffer, our answer to this dilemma is that we try to focus on “everyone included” perks which are not tied to a physical office. We give everyone a Jawbone UP and a Kindle Paperwhite, and team members can get any Kindle book free of charge with no limits or questions asked. In the future I can imagine other “everyone included” perks such as free gym membership and house cleaning.
What if people want to move to San Francisco?
The final question I want to share is a very interesting one: how do you manage having the right balance of people away from your base location of San Francisco if everyone who joins finds that they want to relocate to San Francisco? This is something we’ve started to encounter which I never imagined could happen. So far Leo and I have moved to San Francisco, Carolyn is moving next month and Michelle has obtained a visa to move towards the end of the year. We’re working on a visa for Andy too, who has already visited many times.
Unless we figure out this issue, we will end up with an imbalance and too many people in San Francisco. Other team members will be more likely to feel “out of the loop” and “second class” to those in SF.
I don’t feel like I can force people to stay where they are. As the CEO of a company where we have chosen not to delay happiness, and with a journey so far where we have found a way to travel the world while growing the company 300% year over year, I think it is my duty to help people move wherever they will be happy, whether that is SF or elsewhere in the world. It just so happens that San Francisco seems to be one of the most attractive places to be in the world.
My answer to this one right now is to keep hiring outside the Bay Area. This seems to work well since it is very hard to find people in the Bay Area anyway!
This is a portion of the questions I’ve recently had on my mind and currently are topics I’m thinking about. I feel it is a huge privilege to be able to shape the company and grow a distributed team. I’d love to hear any experience or thoughts you have!
Photo credit: Steve Cadman
For the first two weeks of last month, I religiously tried to follow a new routine I created for myself: a 7 day work week routine.
The idea was quite simple: I would work 7 days a week, rest 7 days a week, go to the gym 7 days a week, reflect 7 days a week. This was less about working lots, much more about feeling fulfilled every day, feeling stretched during the day but also rested. I aimed to work less each day, and replace two hours of work with a long break in the middle of the day.
The biggest thing I wanted to do was to satisfy my craving of “why not?” and to challenge the status quo of working 5 days a week and then taking 2 days off. Many of us know that working 9-5 is not the most effective way to work, and I had found this to be true for quite some time. I had a curiosity about whether the 5 day work week might also not be the most effective routine.
Some of the hypotheses I had about a new 7 day work week:
- I would be much more successful in building solid habits that became ingrained, since I wouldn’t have two days off and then the struggle to get back into broken habits.
- I would be in much better sync with my team who are distributed around the world, and I would have a better handle on my emails and work by having time in the weekends too.
- I could work less than 40 hours a week and be more productive, since I would have long breaks between super focused work periods.
The 7 day work week routine
I’ve been an early riser for a couple of years now, and during this experiment I was rising at 4:30am. I aimed to do 5.5 hours of work each day, which is around 38.5 hours a week.
- 4:30: Rise.
- 5-6:30: 90 minutes of focused work.
- 6:30-9: Gym, breakfast, shower, etc.
- 9-11:30: 2.5hrs of focused work.
- 11:30-3pm: Lunch, then extended rest period.
- 3-4:30: 90 minutes of focused work.
Results from 2 weeks of the 7 day work week routine
In the end, I have decided that I won’t continue with the 7 day work week routine. That said, it has been a very interesting experiment and I have kept some aspects of the new routine.
Here are two of the things that didn’t work out:
How the world works does affect you
This is one of the things I wanted to avoid believing for the longest time. I don’t think it’s ever healthy to believe things “are the way they are”, and in many cases I think this can be forgotten. After all, as entrepreneurs we are in the business of changing reality by making something out of nothing.
I found that Saturdays and Sundays could never be the same as other days, as much as I wanted them to be and I tried to create a routine that could be exactly the same, every day. There are more people wandering the streets, more noise outside. There is no one in the office. You can’t send certain emails, because they need to hit someone’s inbox in work hours. It’s not the best day to push a new feature or blog post.
You can certainly take advantage of the fact that Saturday and Sunday are different, by doing specific tasks. However, the point of my experiment was to have identical days, and in this respect it was a failure.
I burned out, even with lots of breaks
I wanted every day to be exactly the same. So I worked each day, and rested each day. I also went to the gym every day, I adjusted my work out so that this would be sustainable.
I found that even with a gym routine of just a few exercises and different muscle groups, I felt I couldn’t get adequate overall renewal just in a single day period. I worked out for 15 days straight and in the end strained a muscle and had to take almost a week off.
Similarly, I found it interesting to observe how my passion towards the work I was doing adjusted. To begin with, I was excited during the first week and even at the weekend I enjoyed working. The hardest aspect I found was to stop myself working so much during the week, so that I could be fully rested and keep working at the weekend.
Overall, I feel like the 7 day work week fell apart because of lack of an extended period of renewal. My hypothesis that a couple of extra hours during the day and less overall daily hours working would be enough was invalidated in my experience.
The wisdom of the day of rest
After trying a 7 day work week, I became quite fascinated by the concept of a “day of rest”. It occurred to me that this is a tradition that has been around for a very long time, and of separate origins. Almost all of the world observes some form of a weekly “day of rest”.
I’m no expert of the bible, however with a little research I found that the origin of the “seventh day” or Sabbath is Genesis 2:2-3:
And on the seventh day God ended His work which He had made; and He rested on the seventh day from all His work which He had made.
Similarly, in Buddhism there is the concept of Uposatha which is the Buddhist day of observance. I find it interesting how Buddhism teaches the purpose of this day:
the cleansing of the defiled mind
I feel a sense of calm and confidence in the knowledge that many thousands of years of wisdom all converges towards the idea of a weekly day of rest. Certainly from my naive experiment I feel that this is a very good practice.
6 days of work, 1 day of rest
Both from my own experiment and the wisdom of the day of rest, I have become very interested in the idea of a single day of rest. However, I have not once come across anything advocating two days of rest. This is one of my biggest takeaways from this experiment, and I plan to continue to work on the basis of 6 days of work and a single day of rest.
Jim Rohn, who I have been very inspired by, also said it well:
Work was so important, here was the original formula for labor. If you have forgotten it, remind yourself. Six days of labor, and one day of rest. Now, it’s important not to get those numbers mixed up. Why not five/two? Maybe one of the reasons for six/one: if you rest too long the weeds take the garden. Not to think so is naive. As soon as you’ve planted, the busy bugs and the noxious weeds are out to take it. So you can’t linger too long in the rest mode, you’ve got to go back to work. Six days of work, then rest.
I think one of my biggest takeaways from trying a 7 day work week is: despite the conclusion that rest is important, a single day is the perfect amount, no more. I am working to consistently live by this method for as many of the weeks as I can during the year. I believe that this will be a key to success.
Have you considered experimenting with your work week? I’d love to hear your thoughts on this topic.
Photo credit: David Joyce
Something I’ve found difficult to completely embrace, but which understanding has been super important, is the idea that there is a ratio for everything. I’ve started to call this Ratio Thinking, and I’ve found myself describing this to quite a number of people recently.
The law of averages
I think we all understand that we might not get a 100% success rate on everything we do. In fact, in most cases it is far lower. For myself, I think I have struggled to fully comprehend this.
I’ve heard the idea of a ratio for success many times. I think perhaps the best description I’ve come across what Jim Rohn describes as the “law of averages”:
If you do something often enough, you’ll get a ratio of results. Anyone can create this ratio.
Once I fully understood this, it made everything much easier. As soon as I accepted that the whole world works in ratios, that’s when it became easier. Knowing that success happens in ratios allowed me to go ahead and send that email, without worrying about not getting a response, about ‘failing’.
Here are a few examples where I think ratio thinking can help you as a startup founder:
Ratio thinking in marketing
Arguably some of our biggest success with Buffer has been the content marketing we did in the early days and are once again pushing hard recently. In fact, we are currently hiring our first content writer beyond my co-founder Leo, and plan to grow out a full team for our blogging efforts.
I can remember very well many of the conversations I had with Leo. What he did so well was to quickly realize the law of averages and know that to get a single reply, a large number of emails must be sent to bloggers for a potential guest post. This knowledge meant he rarely felt bad if he didn’t get a response. Instead he knew it’s just the way it works.
What is perhaps even more powerful than just knowing about ratio thinking, is that Leo used this knowledge to his advantage. If he wanted to get a single guest article published, he would sit down and send 5 emails. We had around a 20% success rate based on the emails Leo sent.
Once you’ve established the success rate, for example 20%, you can keep working and eventually the ratio will improve. Maybe you’ll eventually get 3/10 instead of 2. Once that happened, Leo was smart and moved on to bigger blogs and pulled that ratio back down to 20%. This technique led us to our first 100,000 users.
Ratio thinking in fundraising
When we finished AngelPad, we started trying to get meetings with and pitching investors. The law of averages really comes into play with raising investment, too.
Overall, we probably attempted to get in contact with somewhere around 200 investors. Of those, we perhaps had meetings with about 50. In the end, we closed a $450k seed round from 18 investors.
Perhaps the most important part of our success in closing that round was that Leo and I would sit down in coffee shops together and encourage each other to keep pushing forward, to send that next email asking for an intro or a meeting. In many ways, the law of averages is the perfect argument that persistence is a crucial trait of a founder.
Ratio thinking in hiring
The most recent area where I’ve found ratio thinking to be useful is hiring. It can take a large number of applicants to find the right person, someone who has the right skills and is also a great culture-fit.
There are so many factors at play here - so of course there won’t be a 100% success rate. Once you accept that, it can make your life a whole lot easier. That was the case for me - I conceded to the fact that I will need to work hard to publicize our positions, and then only a small fraction of the applications would make sense to follow up for interview.
And the ratio thinking applies in the same way for the hiring process as well as once somebody is on board. This stuff is hard, but once again it is simply how it works - the sooner you accept it, the sooner you can thrive.
Have you encountered the law of averages while working on your startup? I’d love to hear about where you’ve found ratio thinking useful.
Photo credit: Peter Renshaw
Go confidently in the direction of your dreams! Live the life you’ve imagined. - Henry David Thoreau
I can distinctly remember that for the month of December in 2010, and for much of January 2011, I did a lot of dreaming.
Back then, as I do now, I had a daily ritual of going for an evening walk before sleeping so that I could disengage from the day. I had discovered this helped me sleep better. By leaving my phone at home and setting off for my twenty minute walk, I had only my mind to keep myself entertained during the walk.
When I go on my walk, for the first five or ten minutes, my mind is usually occupied by thoughts about my current issues, challenges and tasks, or the highlights or low points of the day. After ten minutes, interesting things happen.
I would guess that for many of us, we rarely go for ten minutes without a task to do, a friend to talk to or a social network to check. I can tell you that in my experience, ten minutes of solitude leads to some powerful thoughts. It is fascinating to observe where your own mind wanders.
In December 2010, I had just launched Buffer and my mind often wandered to the thoughts about where this new side project might lead. Two weeks into the month, I had got two paying customers for Buffer, paying me $5 a month. This was a huge milestone for me, and the thought that kept occupying my mind was: could this ever make enough money that I could quit my day job? Another two weeks passed, and another two people started paying $5 per month. Now I was up to $20 of monthly revenue.
On my walks I day dreamed about the day when Buffer would make enough for me to quit my day job. Since these walks were just before bed, I also often had real dreams about this too. The number I had in my mind for this milestone was around $1,000 per month. On my walks, I remember calculating in my mind how long it might take at the current pace of paying customers joining Buffer. With 4 new customers per month, it was going to take a long time.
Then January rolled around, and things started to pick up. I became more focused and the product was improving fast. Leo had joined me and we were getting customers faster. I kept going on my walks and I kept having the same dream. In the first two weeks of January, we got another 4 customers: as many as the whole of December! We were now making $40 per month. But it was still going to take a long time to make $1,000 a month.
In February, things really started to change. The dreams I was having were starting to feel real, to feel possible. I kept going on the walks, and letting my mind wander back to the dream. By the end of March, I had dropped two of my five days of freelance work, I was just working three days a week and could spend the rest of my time on Buffer.
I felt like I was now working on making my dream a reality. By the end of May 2011 I had dropped my freelance work completely, and in June we hit our $1,000 per month milestone. We were growing rather fast.
I remember that I continued to go on my walks, and at times I would be amazed that this dream had now come true. I could remember exactly the feeling of going on a walk just a few months prior and imagining how amazing it would be to be able to work only on Buffer. On my own project, my own startup. Nothing else. And it was amazing. It felt fantastic.
What struck me, is that it might have been the fact that I let my mind wander, the fact I had these dreams, that made me push ahead during the early mornings and evenings and actually achieve those things. The dreams made me want it, even if I didn’t fully realize. The dreams meant that I had allowed my mind to be taken over by this objective.
These days, things are even crazier. When I stop to take a moment and truly appreciate where I am, I realize that I now have more than I could have ever dreamed of. That $1,000 a month goal is easy to forget. We now make $1,000 in less than half a day and if we don’t then something is wrong. And in a month, we now make a hundred times that original dream.
Now I have new dreams, and they can come true too.
Photo credit: Michael
I remember when I was 12, I was desperate to grow up. I think most of us are when we’re young. Similarly, when you’re getting your startup off the ground, it can be easy to wish ourselves ahead to having a big team, a fully-fledged product and millions of users.
The thing is, there are a lot of cool things to experience, enjoy and be happy about when you are 12, before you become 13, 14, 15. The same applies when you’re a 2 person or 3 person startup. There are plenty of reasons to be happy.
You can move fast when you are small
I think one of the interesting things I’ve learned while growing Buffer to 11 people is that you can move fast when you’re 11 people, however you can also move rather fast when you’re just 2 people.
This is not to say that we moved faster overall when we were 2 people. We now have a larger footprint: we have a super useful web product, mobile apps for iPhone, Android and Blackberry, browser extensions for Chrome, Safari and Firefox as well as countless integrations with awesome partner apps and startups. There is no way we could move fast in all of these various areas if we were just 2 people.
However, the key thing is that you can move just as fast in terms of percentage growth when you are 2 people as when you are 11. In fact, in our early days we sustained 40% MoM growth for almost the whole of the first year.
Just focus on the right things and crank away at code and marketing and you can make a lot happen as just a couple of founders. That brings me to my next point:
You don’t need structure when you’re small
A couple of months ago I had a very interesting week where I spoke separately with both Jonathan Abrams and our advisor Maneesh Arora and found that they both had similar advice, and shared that they were staying small for as long as they could with their startups. These are two very experienced founders, and they were sharing that they had no hurry to grow big. I even remember Maneesh advising us to pay ourselves more instead of spending the cash on new hires. It now makes a lot of sense to me.
I’ve found that there is are a series of tipping points in a startup where prior to that point, structure would slow you down, and after the fact structure will speed you up.
- When you’re just 2 founders you can make all the decisions collaboratively, with no real structure.
- When you become 3 people, it probably still works.
- When you’re 5, 6 or 7 then it starts to break down and slow you down.
"Adding just two more people to a team of 3 means that there will be 10 possible combinations of 1:1 conversations. Make it 10 people and you have a whopping 45 possible sets of conversation partners." - Duane Jackson
That’s when you need to introduce structure and select one person to make the final call and lead the process. We’ve found this repeatedly, with product and with our customer support team and our engineering team too. We recently added more structure by promoting Sunil to CTO, leading engineering, and Carolyn to CHO, leading customer support.
My lesson learned here is that it is important to get the timing right with staying unstructured, or introducing structure. If you have departments and titles when you’re just a couple of people, that will probably slow you down. If you have a team of 30 people and no one in charge, that’s probably going to be slow too.
You can learn more easily from your users when you are small
When you are just getting started, it is vital to be in touch with the user and to do good customer development in order to understand whether your assumptions are correct.
The beauty is that when you are small it is actually very easy to have a conversation with your users, because there aren’t many of them! The harder part is actually taking the plunge and asking for that Skype call or coffee meeting with someone who signed up for your product.
I think Eric Ries put it very well in one of his presentations:
Most of the techniques that big companies use to do customer research (surveys, in depth analysis, data mining) they do because they have too many users to keep track of, and therefore they have to do that stuff to try to make sense of all the information they have. When you’re small you have the advantage that you only have a small group of people to get to know.
Indeed, we found that when we tried to do A/B testing and build out detailed metrics in our first few months, we were much better off to simply reach out and talk with the people who were signing up to Buffer.
Now that we have over 600,000 users posting more than a million times a week, what Eric Ries said resonates even more. We now have a small team working just on metrics and understanding what our users are doing. You can avoid this when you’re small, it is a lot of fun to be able to glean so much from just a few conversations.
Are you in the early stages of your startup? Are you embracing the benefits of how small you are? Or, maybe you’re at a later stage and remember how different it was when you were small. I’d love to hear your thoughts on this topic.
Photo credit: Christian
It’s a long time ago now, however I still remember it very well. When I first went about creating the Minimum Viable Product (MVP) for Buffer, there was something I kept very clear in my mind.
When I came across Eric Ries and his work on the Lean Startup while working on my previous startup, I tried to read almost everything he had created and watch every presentation he had done. I found his presentation on the Minimum Viable Product and remember this answer to one of the questions from the audience:
Most entrepreneurs’ instincts for what is the minimum viable product are like 10 times off. So, maybe you’re one of those rare entrepreneurs who has that gut instinct for creating an MVP, but just in case, just check out whether it’s possible that you could accomplish your strategy and learn something interesting with half the features, and maybe if you want to be really bold with half again, and just imagine: what would that look like for customers?
As a result, I had in my mind the whole time when I was putting together the first version of Buffer: how can I go even more minimal here? In fact, as we have grown, we have also incorporated this into the culture with a key point of our “Be a ‘no ego’ doer” value to often asking ourselves the question “what can we do right now?”
I’ll even admit that with all of this knowledge and even while I kept asking myself “do I really need this?” I was headed clearly along a path of launching with far too many features. In the end, I luckily had committed to a “November Startup Sprint” concept on Hacker News where a group of people had all committed to build and launch something within November. Oh, and I still launched the Buffer MVP on November 30th, 2010 (with no remaining days of the November Startup Sprint).
However, all these things combined helped me to launch a very minimal version of Buffer and gain early validation for the idea and feedback to guide our direction and for which bugs and features to prioritize moving forward. So, here are the 5 things we launched Buffer without, which could be seen as essential:
1. A paid feature mentioned on the pricing page: your own bit.ly details for analytics
This one was interesting. I think it was perhaps laziness in the end, but with my own deadline approaching it took some discipline to decide “I can launch without this feature”. bit.ly was an advertised feature for the paid plan, yet without launching I had no idea if anyone would pay for Buffer, so it made a lot of sense not to build the feature: I had little validation for it! I was lucky that the first paying customer was after 3 days, but they didn’t ask me about the bit.ly feature, so I still didn’t build it.
When the second customer started paying for Buffer, I remember them emailing me and asking me about a text box for his bit.ly details that “did nothing” when he filled it out. So, I quickly fixed that and emailed him back to say “try now”. In hindsight this was a great way to validate before building.
2. Automatic upgrade and immediate access to paid plan features after paying
An auto-upgrade process is one of those things that would be easy to think is essential when you’re charing for a product. What an awful experience it would be if they had to wait until I upgraded them manually myself. However, that is exactly what happened with the first handful of Buffer customers.
I was using PayPal and as many will know their Instant Payment Notification (IPN) system is not the easiest to code in order to have auto-upgrade for customers who pay. I had no idea whether it would be 3 days, 3 weeks or 3 years before the first paying customer, so why spend time on a smooth process for people who upgrade? I instead chose to spend time on work that might help me get that first paying customer.
When someone upgraded, I got a standard “someone sent you money” email from PayPal and then rushed to the database to manually upgrade them. Sometimes I got there fast enough, often though people noticed. Here’s an email I received which is typical of the first few paying Buffer customers:
I upgraded, but I’ve still got a free account. How do I get the account to upgrade?
This could be seen as an awful experience and very damaging. The crazy thing? The result was quite the opposite. This “issue” actually triggered an interaction between me and these users, and made them super loyal. People loved to chat with the founder.
3. Change email, forgotten password, delete account
Perhaps these kinds of features are much easier to build and have in place from day one with the kinds of frameworks available now. However, I think these are features that do very little to help you learn and validate whether people have a need for your product. If they might add any delay at all to your launch, do without them!
4. Editing tweets which you’ve added to your queue to be posted
In the first MVP of Buffer, if you added a Tweet to your queue, you couldn’t edit it. If you wanted to edit it, you’d need to delete and add it again. Tiny typo and want to correct it? Tough luck. This is one of those features that seems small, but I can assure you they all add up. I truly recommend you are ruthless about avoiding these kinds of features, so that you can ship your product and learn from what happens after you’ve launched.
You know when you need to get on with some work and you tidy your room instead? These are those kinds of tasks when working on your not-yet-launched startup. It is so tempting to have everything looking nice and tidy for the launch, but these pages are so standard and won’t help you validate whether anyone will use your product. Showing that there is a human behind the product can be a benefit, but I’d just advise that you add a link to your Twitter profile in the footer instead of building fancy pages.
The goal here? To learn.
That’s the key thing to keep in mind, and it’s so easy to forget. You can build something pretty or make the code super clean if you want to, but that will just be an exercise for yourself at this point. What will help you to validate the idea and see whether you should continue along this same path is to get the product in front of users and talk with them and observe what they do. Do they understand it? If they understand it, is it useful for them? Stay laser focused on these questions.
One of the key lessons I’ve learned along my journey is that lean startup seems obvious, almost common sense, but it is much harder to do in practice. These tips are what I would try to stick to in order to really follow the lean startup concepts in the earliest stages.
Photo credit: Barefoot Photographers of Tilonia