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
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, youre 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
It’s now 2 years since I launched Buffer, and the company has grown from just myself (working from my bedroom) to a team of 7. In the last few months, I’ve been thinking a lot about culture and asking many other founders about different aspects such as having an office, having company values and different forms of communication like team meetings and 1:1 meetings.
One thing I realised recently when talking with Thomas Schranz, the founder of the very cool Blossom, was that we’ve actually got quite a few cool things in place that define the Buffer culture. It occurred to me that the different aspects of the culture were introduced at various times along the 2 year journey so far, and it forms the evolution of culture at Buffer.
Since working on the culture has happened gradually, I wanted to document the things we’ve done for culture at the earliest stage of the startup, since as we go forward it might be more difficult to recall.
Culture as an evolutionary process
It seems rather obvious in hindsight, but only after growing a team over 2 years have I realised just how gradual and progressive building a startup culture is. When I started Buffer, I was a solo founder with no team for 3 months. Clearly, at that stage, there was no “culture”. Then Leo came on board and whilst we certainly talked about our approaches and put some things in place to help us be aligned, we still didn’t think in terms of a culture we we building.
Fast-forwarding to now, where we are 7 people, I find myself thinking about culture a lot and making changes from time to time. Examples of topics that are in my mind are team communication, our approach to customer support, our release cycle time and how transparent we are.
My belief now as a result of looking back at this process is that you can’t think too much about culture when you’re one or two founders, but you naturally need to think about it a lot more once you have a sizeable team. It’s certainly an evolutionary process, not something you just put in place once and never change.
Here is how the Buffer culture has evolved, including some of the specific things we do which shape the culture we have:
Culture is deeply influenced by the founding team
Although company culture is something that is worked on over time and can be adapted a lot, it is heavily affected by the personalities of the founding team. There’s no right or wrong with culture, it is simply a combination of natural personality of the founding team in addition to proactive work to push the culture in a desired direction and to maintain certain values.
A good recent example of this I’ve seen is Ev Williams describing his formula for startup success. One of his points is the following:
When you don’t sleep, eat crap, don’t exercise, and are living off adrenaline for too long, your performance suffers. Your decisions suffer. Your company suffers.
I would agree that for me, this kind of culture is something I choose not to have with Buffer. That said, I see other startups which are very successful and yet they encourage employees to be at work until 11pm and do all night hackathons a lot. In essence, I think it’s up to you to choose the values and build a culture around them.
Since the early days, Leo and I have had a strong focus on self-improvement, always discussing what we’re currently working on and changing our routines. This has influenced the culture we’ve created, and it’s one with an emphasis on working on yourself as much as the startup, with a lot of positive encouragement from everyone in the team.
It’s a choice to be proactive about your culture
The other thing I’ve noticed is that it is a choice for the founder as to whether you choose to ‘create’ a specific culture. I agree with Jason Cohen that with culture, one thing is certain:
Every company has a culture. The only question is whether or not you decide what it is.
This is something I’ve found very interesting to ponder. I’ve met founders where I feel like they have let the culture develop by itself, and it still seems to work. At the same time, I think to build a culture that can inspire people to want to work for you, you will want to take the time to make specific changes to shape it. At Buffer, culture is definitely something we’re starting to be more deliberate about.
On the extreme end of the “proactive” approach to culture, you can take an approach where you hire and fire people very specifically based on their fit with the culture. We are taking a path where we want to focus a lot on culture, so we’ve recently started to think hard about whether the next set of people who come on board are a great fit for the culture we’re creating. We’re definitely inspired by Tony Hsieh’s approach and commitment to great culture:
Even if someone’s great at their job, even if they’re a superstar at their job, if they’re bad for our culture we’ll fire them for that reason alone.
How much do you focus on culture at your startup? Is it something you try to grab a hold of and throw in the direction you want the company culture to go, or do you let it develop naturally? I’d love to hear your thoughts.
Photo credit: quami77