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TEDxLincoln - Jay Wilkinson - Company Culture

TEDx Talks・22 minutes read

The speaker shares their journey of being fired and rehired as CEO, highlighting the importance of people in building a successful company, and emphasizing transparency and authenticity in company culture. Through deliberate design and defining unique values, Firespring created a positive workplace environment, implementing daily values and fun activities to foster team spirit and employee satisfaction.

Insights

  • People are prioritized over business plans and physical assets in building a strong company, as emphasized by the speaker's experience of regaining control of Firespring through new capital sources after being removed as CEO due to disagreements with investors.
  • Building a positive company culture at Firespring involves defining unique, distinctive, obsessive, and enduring values, hiring based on culture fit before skill fit, implementing daily values meetings, and organizing fun activities and traditions like "Cinco de Mustache" to foster team spirit and energize employees.

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Recent questions

  • How did Firespring start as a company?

    In the mid-1990s, Firespring began as Level 100 Communications, one of the first US companies to develop websites commercially. It operated from a basement with innovative technology for easy website modifications, setting it apart in the market.

  • What led to the speaker being fired as CEO?

    Disagreements with investors and financial struggles resulted in the speaker being removed as CEO. This period of uncertainty eventually led to regaining control through new capital sources, highlighting the challenges faced during the company's growth.

  • What values are emphasized in building Firespring's culture?

    Firespring defined unique values through a team exercise, focusing on values that are distinctive, obsessive, and enduring. The company hires employees based on culture fit before skill fit, emphasizing the importance of aligning values with goals.

  • How does Firespring deal with negative employees?

    Firespring advises not hiring complainers by asking the right questions during interviews. If negative employees are already hired, the company suggests firing them immediately to prevent a toxic work environment and maintain a positive company culture.

  • What activities and traditions foster team spirit at Firespring?

    Firespring organizes events like "Cinco de Mustache" and the "Fir Spring Putt Putt Classic" to build team spirit. They also host a Thanksgiving event where the company provides the turkey and staff brings sides, promoting fellowship and creating a workplace that energizes employees.

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Summary

00:00

"Building Strong Company Culture Through People"

  • In 2002, the speaker was fired as the CEO of their company, only to be rehired a few months ago when the company was recognized as one of Inc magazine's top 50 small company workplaces in America.
  • The speaker emphasizes the importance of people over business plans or physical assets in building a strong company.
  • The speaker recalls the early days of the internet in the mid-1990s when they started a company called Level 100 Communications, one of the first in the US to develop websites commercially.
  • The company initially operated in a basement with minimal facilities but quickly developed innovative technology allowing easy website modifications, setting them apart in the market.
  • Seeking to capitalize on the tech boom, the company secured funding, expanded rapidly to 10 cities, but faced challenges as the economy crashed post-9/11, leading to office closures and internal conflicts.
  • Due to disagreements with investors and financial struggles, the speaker was removed as CEO, leading to a period of uncertainty and eventual regaining of control through new capital sources.
  • Fast forward seven years, Firespring is now a thriving company with 75+ employees, 3,000 customers globally, and plans for a new corporate headquarters.
  • The speaker stresses the importance of transparency and authenticity in building a strong company culture, sharing financial statements with employees regularly.
  • Learning from local business leaders and focusing on education, the speaker highlights the significance of deliberate design in creating a company culture that aligns with values and goals.
  • To build a sustainable company culture, Firespring defined unique values through a team exercise, emphasizing the need for values to be distinctive, obsessive, and enduring, hiring employees based on culture fit before skill fit.

13:53

"Dealing with Haters and Building Culture"

  • Two ways to deal with haters:
  • Don't hire complainers by asking the right questions during interviews.
  • If already hired, fire them immediately to prevent a toxic work environment.
  • Implementing daily values at Fir Spring:
  • Daily "fire starter" meeting at 11:11 for 11 minutes to discuss ongoing projects and recognize team members.
  • Using a grid to categorize employees based on performance and adherence to company values.
  • Creating a positive company culture at Fir Spring:
  • Fun office environment with a focus on learning and teamwork.
  • Quarterly themes like "300 Wows" to engage employees and customers.
  • Establishing a "Culture Club" to make important decisions beyond just planning events.
  • Fun activities and traditions at Fir Spring:
  • Events like "Cinco de Mustache" and the "Fir Spring Putt Putt Classic" to foster team spirit.
  • Thanksgiving event where the company provides the turkey and staff brings sides, promoting fellowship.
  • Emphasizing the importance of creating a workplace that energizes rather than drains employees.
  • Inspirational message from Steve Jobs:
  • Encouraging individuals to find work they love and not settle until they do.
  • Highlighting the significance of passion and fulfillment in one's career.
  • Testimonial of employee satisfaction at Fir Spring:
  • An email expressing overwhelming gratitude for the exceptional work environment and culture at the company.
  • Illustrating the impact of intentional culture-building efforts on employee morale and happiness.
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