David PreissCulture Champion
From working in the corporate scene to starting his own company, David Preiss with Launch shares with us the experiences that inspired him to go out and create a company that HE wanted to work for.
“Culture isn’t actually about free lunches, it’s a healthy energy, a healthy stress, and challenge that is applied throughout the organization.” ~ David Preiss
Co-Founder of Launch
I am primarily responsible for pushing our agency to create strategy-first experiences for ourclients, account service, managing financials and recruiting the best damn people on the planetto come work for us. My secondary responsibilities include waiting for the next Game ofThrones book to come out. George RR Martin what the heck is taking you so long??!!
We make experiences that empower brands and transform businesses.
In our unique roles as thinkers, artists, and creators, we strive to make everything that we do the best that it can be.
Launch ( launchxd.com ) is a digital agency in Atlanta, that specializes in omni-channel and B2B sales enablement. Launch transforms businesses through user-centered discovery, experience design and content for Software/SaaS and Retail/E-commerce clients: Autodesk, Salesforce Pardot, GE Power, Dropbox, Kids II, and The Home Depot.
From the Podcast Booth:
Series Quick Links
Intro: Welcome to the Epic Company Culture podcast, where your host, Josh Sweeney, will give you, the business leaders, HR professionals, and company culture aficionados, the knowledge you need, to take your company culture, to the next level.
Josh Sweeney: Hello! My name is Josh Sweeney, and welcome to the Epic Company Culture podcast.
Josh Sweeney: First, I would like to thank Prototype Prime, for this amazing podcast space. We’re joined here today by Dave Preiss, of Launch.
Josh Sweeney: Dave, thanks for joining us.
Dave Preiss: Thank you.
Josh Sweeney: Thanks for coming in.
Josh Sweeney: Tell us a bit about yourself, and Launch.
David Preiss: I started the company coming out of Home Depot, about seven years ago, with my company-founder, Javier.
We basically were bumping into each other in the hallways, and he told me he was leaving. Said, “Where are you going?”
David Preiss: He’s like, “I don’t know. I’m just gonna start a company.“
I was like, “What is it gonna be?”
He’s like, “I don’t know.”
David Preiss: I was like, “Alright. I’ll com with you.” [crosstalk 00:01:05]
David Preiss: That was it. In three weeks, we quit.
Josh Sweeney: Was this like the Jerry Maguire scene at Home Depot?
Josh Sweeney: “Who’s coming with me?”
David Preiss: Yeah. No. It wasn’t quite like that.
David Preiss: We went in, and resigned together. It was nothing against them. We just needed to scratch that I think of entrepreneurship.
He and I had both been doing corporate for 14 years, by that time. We got started late, compared to the whipper-snappers that are starting these things at 19.
David Preiss: We started up. We really didn’t know what we wanted to do. We come from an agency background, as well as, in-house so we went with agency to give us some kind of salary.
David Preiss: It was just me and him, really. Just a tag-team, freelance team.
We started up another business while we were doing that, that was gonna be the thing. I won’t go into it too much, ’cause it’s complicated. It was boomboxes. I’ll just say that. [crosstalk 00:02:11]
David Preiss: They were popular. We had no ad spend, and they got popular, so we thought we really had something, but we weren’t making any money. Did about a year and a half of that, and then we were like, “We’ve gotta just put a stake in the ground, and pick one thing, and just put all our effort into it, instead of splitting effort.”
David Preiss: We made our first hire, and that’s when I think we really became Launch, when we made that first hire of Heidi Williams.
Josh Sweeney: Total random thought. My youngest son, he’s 10, has a NERF stereo that has a C.D. player at the top, [crosstalk 00:02:53]. We happen to still have some C.D. lying around, and they were over by some other things that we have, on our entertainment center.
Obsolete and Forgotten
Josh Sweeney: We’re like, “You just take one of those C.D., and you put it in the top.”
Josh Sweeney: He’s like, “One of these?” He reaches over, and grabs one of the records.
“Does that look like it’s gonna fit?”
Josh Sweeney: “No.”
Josh Sweeney: It was a square case so he doesn’t know what was inside of it, or anything. I’m like, “No. It’s the C.D.s over there.”
Josh Sweeney: We had to go through the difference between this record, and where that goes, and where a C.D. goes. It was like, “Wow. This is a learning moment.“
David Preiss: I thought records were back, now.
Josh Sweeney: Right. I think they are. We have a few ourselves.
Corporate Vs Startup : Culture
Josh Sweeney: Home Depot … I’ve worked for my share of Fortune 500s. Know that I’m an entrepreneur. I’m a start up person, whether that’s a small start up, or a funded start up, whatever it might be. I love that atmosphere.
Josh Sweeney: What’s the difference in the feel, from a culture perspective, coming from Home Depot, and then doing a start up, at that time?
David Preiss: I had been in a number of other places, as well, like Turner, and bigger agencies, like, Razorfish, before they were SapientRazorfish Nitro [inaudible 00:04:06].
David Preiss: I had gotten a tour of … what it’s like to work at different large corporations. When they’re that big … For example, my wife still works at Home Depot, and she’s having her holiday party, and it’s really just a subsegment of … the 20 people she works with, even though there’s 10,000 people, it really comes down to [crosstalk 00:04:35]-
Josh Sweeney: … happening.
David Preiss: … Right. Exactly.
David Preiss: They, even, strive to try to get some small company feel in there sometimes.
Level of Difficulty
David Preiss: You just find out how hard it is to … try to make a culture happen, at a big company, like that. There’s a lot more bureaucracy going on. Culture is essential, because it’s really hard … for an organization to manage itself all the way down from the CEO, all the way around to the person on the floor, wearing the apron.
Josh Sweeney: Right.
David Preiss: I think they recognize that culture’s important, because what you want out of a culture, if you’re a business, is that … everybody is doing the right thing, even when nobody’s looking.
David Preiss: You don’t wanna have to be looking, all the time-
Josh Sweeney: Right. You don’t have time to do it, anyway.
David: … Yeah. It’s impossible.
Josh Sweeney: Yeah.
Top Down Approach
David: That’s really gonna make a company thrive a lot better than trying to do some sort of top down approach where … everybody’s gonna be Six Sigma’d, all the way down.
Preiss: That works for the machine bureaucracy, but for professional organizations, where it’s more of an adhocracy, and people have to be adaptive, and think on their feet, and be creative, and it’s not a prescribed thing that you do every day.
David: Then, you actually have to have a culture that gives people the empowerment to make their own decisions, and to generally do the right thing, from a principle perspective.
Josh Sweeney: Yeah. Definitely.
Josh Sweeney: Out of those experiences you’ve had where you’re at places, hopefully, where people are empowered to do the right thing. You’re Ted Turner, you’re Home Depot.
Most Positive Experience
Josh Sweeney: What was the most memorable, positive, culture experience that you’ve had?
David: They weren’t always empowered to do the right thing.
David: I don’t wanna bang on those bigger companies but, it wasn’t the sole reason why me, and Javier, started Launch, but one of the reasons was we wanted work at the kind of company, we’ve always wanted to work for.
Dave Price: That’s how it started when it was just two of us, and then, three, and four.
Josh Sweeney: Yeah.
David: It was that basic.
David: We just wanna work at the place we’ve always wanted to work for. Everything was always broken and I don’t begrudge anybody for being broken, because … the dirty little secret of all companies, no matter how successful they are, is they’re all a bit broken, on the inside. [crosstalk 00:07:28] Yeah.
David: We … just wanted to see if we could make it our own way.
Dave Price: there is an advantage to starting from scratch, with that.
Josh Sweeney: Yeah?
Dave Price: yeah.
Josh Sweeney: Do you feel like you’ve gotten there, or is it very much still in construction?
David: Yeah. Wherever, “There,” is, I don’t think we’ve gotten there [crosstalk 00:07:54], and I don’t know that anybody is ever there. It’s really a journey that you’re always on.
David: We have made a lot of progress. A lot of it was just us figuring out the simple approach that we had in the beginning wasn’t gonna work anymore, when we got bigger.
David: When you’re five people, it’s a flat organization. Eight, people, 10, people, flat.
David: You don’t really need performance management. You don’t really need
Josh Sweeney: You can still get one table at a restaurant.
David: … Yeah. Right.
Josh Sweeney: You can get everybody together.
David: Yeah. You don’t need those things. It starts to change, just as soon as you begin to get any hierarchy going.
David: I can’t really explain why, but something starts to change, and then you realize, culture isn’t actually about, “Let’s go and have some holiday parties, or go do picnics … get free lunches.” It’s not even just about … “You have freedom to work from home, you have amazing benefits …” we’re just gonna give you all these things, and you can enjoy them, and work is fun, and you don’t have to worry so much.
David: That’s not really it, by itself, anyway.
There needs to be a healthy energy, a healthy stress, and challenge that is applied throughout the organization.
David: We realized, at some certain point, we weren’t getting the kind of employee satisfaction results that we were looking for because that part was lacking.
Performance Review Structure
David: We didn’t have a performance review structure. We shunned it for a while. One of my least favorite things … throughout my corporate journey was the performance review system.
David: I detested writing a self-evaluation. I detested being reviewed. I didn’t really detest reviewing other people, but I didn’t exactly enjoy it, at the time.
David: That’s because performance management is really hard to do, well.
David: At big companies, even with large HR staffs, it’s really had to develop a system that works really well. If you don’t have one … The only thing worse than not having one is … The only thing worse than having one is not having one.
Josh Sweeney: Yeah.
David: We started to install that, and really dedicate the time, and investment into that, and did a lot of research to figure out how to do it well.
David: We’re on that journey, right now. We’re making really good progress with that. It’s already had an effect in the last five, six months that we’ve been doing it.
The Biggest Differentiator
Josh Sweeney: So far, what would you say is the biggest differentiator from how you built it, versus how you had experienced it, before?
Josh Sweeney: Is there, at least one, key takeaway, where you’re like, “This was the big difference?”
David: It’s a number of small things that add up. I guess they’re big things, but they seem really simple, when you just look at it.
David: We did a lot of research to decide what we wanted to do.
Ditched the Rating
David: One thing we did was, we got rid of any rating. There will never be a rating. You’ll never be a three out of five, or a five out of five. The reviews are all just written essay style.
Josh Sweeney: Okay.
David: That’s weird, it’s different.
David: I’ve always been a VE, or a R4, or whatever weird system that they’d come up with. The research we did showed that ratings don’t work.
David: Everybody just gets the totally wrong impression out of them.
David: Managers don’t ever really wanna make somebody … Say it’s a five point scale, they don’t ever really wanna make somebody a five, so five becomes impossible. Why is it there?
David: You start to get into this conundrum of-
Josh Sweeney: If you rate them a one-
David: … Yeah.
Josh Sweeney: … You’ve got different problems.
David: Right. You’ve got different problems.
David: We didn’t do that.
Quarterly instead of Annually
David: Secondly, doing it once a year is, I think, a big mistake. It just becomes this monolith, at the end of the year. I think that’s one reason why I dreaded it so much. You would think if you dread something, that doing it more would be less, but, actually, it’s better to do it quarterly.
Josh Sweeney: Okay.
Dave Price: Every three months.
David: It’s not meant to be this monolithic compendium of how the person’s doing. It’s supposed to be three months. We’re just gonna look at this three month window.
David: Over time, they layer on each other. You’re never tryna bite it all off … You really don’t want these things to be these massive investigations of people’s … what they’re doing.
David: You want it to be somewhat quick.ppl are busy. They have a lot going on. It needs to be bite sized enough … Ours is just four, or five questions, in the review. [crosstalk 00:13:38]-
Josh Sweeney: I know a lot of the companies that we’ve been working with, and some of the more forward thinking ones have gone from annual to quarterly.
Disconnect Review from Raises
Josh Sweeney: I think the next step we’ve seen is, they’ve disconnected the review from the raise process.
Josh Sweeney: That was another thing that-
Josh Sweeney: … for me, at least made it why everybody hated the review process.
Josh Sweeney: Not only am I going through this review process, but it’s directly related to a financial outcome. I may be only coming in here to find out what the financial outcome is, or a different situation.
Josh Sweeney: I’ve seen them completely disconnect that. They’re like, “Here’s our raise process. Here’s how it’s outlined and how it works. Here’s our review process. It quarterly. We’ve separated the two, and now, it’s just fundamentally better.”
David: That is what we are doing, as well.
Josh Sweeney: Okay.
David: Our … Q4 review is actually going on, right now, until December 21st, when we go on holiday.
Basis for a Raise
David: We’re not doing any kind of raise, as part of that.
David: When we get back from the break, in mid-January, we’ll have the raise discussions. That’s not a review, or a check-in, or, “Here’s how you’re doing.” It’s like, “Here’s the numbers. Here’s the compensation.”
David: That’s really it.
Josh Sweeney: Your financial [crosstalk 00:15:02]
David: It’s not in the same … Yeah, they’re not in the same context. They’re not coupled together.
David: Then, you get to the point where you’re like, “What, then, is that raise based on?”
Josh Sweeney: What conclusion did you come to for that one?
Josh Sweeney: This is always the fun part. Rubber meets the road on disconnecting the two.
David: … Yeah. It’s interesting.
David: First of all, I hope I’m not … Mine might’ve been an isolated case.
David: When I was a manager … It was actually disconnected at the companies I was at, too, but people didn’t know that. That’s the thing.
David: The employees were not aware of the fact that they were disconnected.
Josh Sweeney: You could’ve got a rave review, but not a great raise, or vice-versa-
David: Really, it was in the manager’s head.
Budget Before Reviews : Bad Plan
David: You have a spreadsheet, you have a budget for your people. Every time you plug in a number for person A, the budget comes down, until it’s zero.
David: You’re tasked to spend the budget, and you spread it how you feel it should be spread.
David: A lot of times, we were doing that before we wrote the reviews, because it had to get put in [crosstalk 00:16:27], and the reviews were still going. We had a deadline for the other thing, but not for the review.
David: We had to get those budgets in, and managers were thinking of, “Yeah. So, and so should really get a 4%, and so, and so really should get a 2%,” all based off what they felt in their gut, at the time, ’cause they didn’t write anything, at that point, or see a self-evaluation.
Josh Sweeney: Gotcha.
David: That’s not how, exactly, I would approach what we’re doing.
David: We did take … We re taking a really hard look at comp, and the #1 thing you need for comp, is data, which … There are some organizations that have a whole department for comp strategy.
David: We hired a company that has all the data, and all the software. We were able to get all the market data, for every job, so then we could at least say, “Okay. We want everybody to be right in this range. This quartile, to that quartile. Somewhere in there.”
David: Basically, we’re looking at it through the lens of … We’re never gonna be the highest paying company, but we wanna compensate people fairly, for their experience, and for what they’re doing.
David: The data allows us to see where, “Okay. It’s off-kilter, and that leaves us vulnerable. If we truly value … that employee, and we know we definitely gotta keep that person, we gotta make it so nobody can come in, and blow them away.” [crosstalk 00:18:20]
The Higher Offer
David: Somebody can always come in, and offer more money, but if they come in, and blow them away-
Josh Sweeney: Is it enough to leave, is the question.
David: … Yeah. Is it enough to leave.
Josh Sweeney: They can offer them a few thousand more, and if they like the company, they’re gonna stay, or vice-versa.
Josh Sweeney: If the deltas, $20,000, it’s gonna be a little harder.
David: Right. It puts that person, getting the offer, in an impossible position, ‘cause they may love working at Launch, but how could they walk away from that money.
David: Then, they just feel like they have to do it.
David: At least, we can take that off the table, and everybody’s gonna be living pretty comfortably, it’s just a matter of … We just try to keep to the market. Keep an eye on the market, and somebody who we know is performing really well, they’re gonna get a little more.
David: Somebody who’s performing not as well, is gonna get a little less.
David: That’s gonna be up to the managers to decide.
Josh Sweeney: Got it.
David: They’ll, at least, have all the data to go off to. [crosstalk 00:19:30] Right.
Worst Culture Experience
Josh Sweeney: Awesome. As far as company culture is concerned, looking back through your history, what would you say … You don’t have to name any names.
Josh Sweeney: What would you say was the worst culture experience, and why?
The Wrong Hire
David: I don’t know. The worst culture experiences that you end up with are things that are just inevitable, at any company, which are you make the wrong hire, then what are you gonna do?
David: Or maybe, they’re not the wrong hire. It’s a person that’s gonna have to come a long way. It’s gonna take a lot of work to bring them around.
Josh Sweeney: Were you in an organization, that their hiring process just wasn’t that good, and you felt like … It just never went your way? Or, most of the time, it didn’t go your way … You never got quite to where you wanted to be with your colleagues, or got the colleagues you wanted in, under your team, or anything like that?
Josh Sweeney: Is there some reason that stands out?
Pockets of Bad Morale
David: When you’re at a larger organization, a lot of folks, they know who the poor performers are. [crosstalk 00:20:56]
David: It creates these pockets of bad morale around those folks because people … They feel like their job is being made harder, perhaps.
David: A lot of times, at a big company, those folks can slip through the cracks.
Josh Sweeney: Right.
David: Or the bureaucracy of that company can make it almost impossible to let them go. You have to go through this year long process, or something.
Josh Sweeney: Write them up. Document it.
Josh Sweeney: All kinds of things. [crosstalk 00:21:31]
David: Those things are important. I think that there should be a process around it. You don’t just wake up one day, and go, “Okay. It’s just not working out.”
David: Eventually … sometimes that decision has to be made, and it’s best for that person, and the company, both. When I say, “The company,” I really mean the people at the company that are there.
David: That can be tricky, but … There is a … always that. It is a job. We are friends, we enjoy each other’s com, but it is a job, and … what you want is … a group of people who aren’t there to collect a paycheck.
David: They’re not there just because you’re having a great time, at work. They’re, actually, just passionate about the discipline that they would do it, anyway.
David: If they didn’t have to … work for a living-
Josh Sweeney: What would they do?
David: …What would they do? Would they still be doing that or would they still want to be doing that? Would they be passionate about that discipline?
Passion for the Work
David: As much as possible, can you have those kinds of people, because that kind of … No matter what the skill level is, that passion, that want to, over that particular craft is gonna drive everybody.
Josh Sweeney: That makes sense.
Josh Sweeney: As an entrepreneur, I love building companies. I love building the business. I work on it all the time. Everybody’s like, “You work this many hours a week, or that many?”
Josh Sweeney: I’m like, “I don’t even count. It doesn’t matter to me. I enjoy it, an do want other people in our organization, to enjoy what they do, just as much.”
Josh Sweeney: One of our values is, “All heart.” We went you to put your whole heart into it. We want you to love what you do so much that you wanna show up every day, ’cause you enjoy it.
Josh Sweeney: That, “All heart,” comes into that around … just really enjoying every aspect of every day, and what you’re doing.
The Right Thing to Do
David: Right. That’s the thing too.
David: The core values of your company, the performance management system, whatever it is of your company … You cannot make somebody love what they do. You just can’t. That as to be hired in.
David: I think the #1 thing you’ve gotta be looking for, when you are recruiting is, “Does that person have that feeling?”
David: They don’t have to be blind faith, this is all they care about. They eat, drink, and-
Josh Sweeney: That would be good.
David: … Sure.
Josh Sweeney: To an extent, I guess.
David: Things are still healthy, in moderation, right? [crosstalk 00:24:42]
David: You want work–life harmony. You want everybody to be able to spend lots of time with their family, and not have to work crazy hours.
David: I don’t work crazy hours. I love what I do, but I don’t have to work crazy hours to love it. I just try to put forth the best effort I have in 40 hours.
David: Sometimes, yeah, I’ll find myself working a bit on Saturday, or Sunday. Maybe it’s ’cause I wanna make my life a bit easier on Monday, or Tuesday, when I do that.
David: Yeah. You’ve gotta hire that in. Let’s say somebody has that passion, but their skill level is … still in it’s beginning stages, or early interesting heir career … You can coach skill, all day long.
David: Even professionalism. The passion for that craft, you can’t-
Josh Sweeney: It’s gotta be there, already.
David: … It’s gotta be there.
Josh Sweeney: Right. Definitely gotta be there.
Biggest Culture Challenge
Josh Sweeney: Alright. Last question. I usually ask about your biggest culture challenge, now, and what you’re working on. It sounds like you’re working through a process, already, with your reviews.
Josh Sweeney: On the flip side, what is your favorite thing about the Launch culture?
Josh Sweeney: You got to build your own. It’s on you, now. What’s your favorite part of that?
David: The thing that puts a … an extra jump in my step, when I see it happening, is when anybody at the company starts something new, on their own.
David: It wasn’t a management thing, it wasn’t a management initiative. Just anybody at the company, starts something.
David: We had … a woman named Stacey, and she started Launch Cares, which is now the pro-bono arm of Launch. She just recruited other co-workers around her, and formed a team. She did run it by us, but we’re … “It’s great. Thank you for the respect of running it by me. I’m gonna say, ‘Yes-‘”
Josh Sweeney: Make it happen.
David: … pretty much, 99% of the time, anybody wants to do something a little different like that. We’re gonna say, “Yes,” of course.
Josh Sweeney: How do you balance out those items.
Josh Sweeney: I know Google is [inaudible 00:27:27] for eight hours, 10 hours a week … on a side thing. How do you balance that out?
Finding the Balance
Josh Sweeney: In a small business, or a non-Fortune 500, there could be some impacts to giving people that leeway. I love the idea, but what have you found as the best practice of making sure what needs to get done, gets done, but also, these other initiatives that should be done … get the right attention?
David: We, actually stole from Google, when we were doing this research. They Put their stuff online. Their whole process is on a website called … I think, re:Work.
Josh Sweeney: re:Work? Yeah.
David: Google that. There’s a book called, “REWORK,” too, but look for the re:Work that’s the website. They put every guide, and everything they do … how managers are trained. How they do goals. Their goals are called OKRs. We adopted OKRs.
David: We bought a piece of software that allows you to OKRs. It allows you to do the performance review, so everything is protected in the software. You don’t have to worry about stumbling across somebody’s review in Google Drive. [crosstalk 00:28:37]
Josh Sweeney: … or something else, or? [crosstalk 00:28:38]
Josh Sweeney: What was the software y’all chose?
Josh Sweeney: Lattice. Okay.
Josh Sweeney: Cool. Always looking for new recommendations, and tools to share.
David: Yeah. Lattice is great. I’ll just plug them, right here. Works really well. The most important thing is it gets all the nuts and bolts logistics, out of the way, so we can just focus on the critical thought, and not be fumbling around with templates.
Josh Sweeney: Awesome.
David: Yeah. OKRs are something we adopted. The Launch Cares initiative … Oh, yeah. How do we manage this stuff?
David: Basically, one thing that Stacey told is us this is about finding the margins. She’s like, What can I do in the margins?”
David: We can’t do the eight hours a week thing that Google mandated. It doesn’t really work that way.
David: As an agency, we have bench time. The dreaded, bench time. This causes a lot of consternation to agencies. We’ve gotta have billablility at 90%. If somebody’s at 60%, it’s bad.
David: What we saY is, If there’s anybody at the company that’s at 60%, it’s not their fault. It’s just that it so happens that the work didn’t come right when we wanted it to. It’s not perfect. There is that available space, naturally.
David: What we say is, “Form teams. When you have some time, you’re taking the baton, while your partners might be overwhelmed with … They have a ton of work to do. That’s gonna ebb and flow the other direction. Use your teamwork to … manage that amongst each other. To pass the baton back and forth to whoever is busy.”
David: We track that with the OKR system. Even so, those OKRs have to come from the people there. We don’t create OKRs for people. [crosstalk 00:30:47]
David: Another one that happened was … One of our folks, [Kelly 00:30:53], and some others on the creative team, they created this goal around making sure people know about Launch. We’re gan create a lot of awareness around Launch.
The Art of Hygge
David: They just started making these videos. They made a video about the art of Hygge [foreign language 00:31:11], which is this Swedish comfort … feeling.
Josh Sweeney: Okay. I’m not familiar with that one.
David: Yeah. Look that up. That thing’s gonna be big in culture, now.
Josh Sweeney: Okay. Here it was on the Epic Company Culture podcast.
Josh Sweeney: From David Price.
David: It’s spelled H-Y-G-G-E. In case you need [crosstalk 00:31:29] to Google that.
Josh Sweeney: Okay.
David: They just started making these videos. Sometimes, we didn’t even know what they were doing.
David: They came out with a Thanksgiving series, and made all these Claymation animals, and made Claymation videos of us talking about Thanksgiving, but as these Claymation characters. The, we put that up online.
David: Just little things that, maybe won’t go viral, but, are gonna amuse people, and maybe get a little more traction.
David We were also having a lot of fun doing it. We’re showing people that we know how to make fun videos.
David: Maybe that’ll help Launch down the lien, as well.
Josh Sweeney: They took the initiative, like you said, to go do something new, and creative.
David: Absolutely. They took the initiative.
David: That’s the thing. That’s why I think culture is so … important. A great culture is one that allows people to do things on their own.
Be the Leader and Get Out of the Way
David: If you’re a leader, at that company … Get out of the way, and let them do it. Just enjoy the fruits of that because you’re not having to sit there, alone, in your office, tying to figure out, “What are we gonna do next?” [crosstalk 00:32:51]
David: This is happening.
Josh Sweeney: Definitely. Awesome.
Josh Sweeney: Thank you so much for joining us on the podcast. We really appreciate all the information. I’m sure the listeners got lost out of it.
David: I hope so.
Josh Sweeney: Thank you for coming in.
David: Yeah. Thank you. Appreciate it.
Josh Sweeney: Thank you. This has been the Epic Company Culture podcast, with Dave Price of Launch.
Josh Sweeney: Thank you for joining us.
NARRATOR: Thank you for tuning in to today’s episode of the Epic Company Culture podcast with Josh Sweeney.
NARRATOR: If you enjoyed this content, please subscribe on iTunes, SoundCloud, or Stitcher.
For additional content, and transcripts, visit epicculture.co.
NARRATOR: If you have questions, or topics you would like us to address, or expand on: tweet us @epicculture1, or email at email@example.com.
Podcast Highlights and Resources
- Culture is when everyone is doing the right thing, even when noone is looking.
- No matter how successful, companies are all a bit broken on the inside.
- If you’re a leader, at that company … Get out of the way, and let them do it.
- Poor Performers: It creates these pockets of bad morale around those folks because people feel like their job is being made harder.
The Danish obsession with finding comfort.