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Tyce Miller with MobileMind

Culture Champion

Episode #100

Tyce Miller relies on outcomes and progress to measure the success of his projects, employees, and company culture! He highlights the cultures of the past that helped him solidify his methods for hiring and building a scalable team!

Tyce Miller

Tyce Miller

Founder and CEO of MobileMind

Tyce has been in the software industry for over twenty years. His career spans sales and sales leadership roles with companies such as SAS, IBM, and AirWatch(VMware), the leader in Mobile Device Management. Prior to founding MobileMind Tyce built and scaled the AirWatch Education Solutions Practice from the ground up. It was during this time that Tyce discovered the adoption of new mobile technology consistently stalled or failed at the classroom level.  

The primary cause: traditional methods of professional development for teachers do not satisfy the unique requirements of integrating technologies like Google into the classroom.  As a thought leader of mobility in education he has brought the most experienced educators together with the best technical minds to solve the challenge of technology adoption in our schools. Together, Tyce and his team have created the most innovative professional learning platform for teachers to effectively learn and integrate G Suite into their teaching.

His Company

His Company

MobileMind has developed the most effective professional development solution for the integration of Google in schools.
Never before have our teachers had the challenge of effectively integrating technology into the classroom like they do today.

Unfortunately, the traditional methods of training and Professional Development are not relevant to the nuances of today’s complex technology demands.

Developed by classroom teachers and technologists, MobileMind’s G Suite Cloud Professional Development platform solves the critical challenges of traditional professional development and empowers teachers to successfully integrate Google into their teaching.

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Full Transcript

Announcer: 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.

ProtoType Prime

 

Josh Sweeney: Hello, and welcome to the Epic Company Culture Podcast. Before we get started, I would like to thank Prototype Prime for this amazing podcast space. We are joined today by Tyce Miller of Mobile Mind and we’re going to interview him and learn all about his company culture experiences. Tyce, can you tell us a little bit about yourself and your company?

Tyce Miller: Yup, thanks for having me first of all.

Josh Sweeney: Yeah, thank you.

Tyce Miller: I’m very excited to be here.

Josh Sweeney: Thanks for coming in.

Introducing Tyce Miller and MobileMind

Tyce Miller: Yeah, so my name’s Tyce Miller. I’m the CEO of a company called Mobile Mind. What we do is we solve the challenge of school teachers ineffectively integrating technology into their teaching. For the layman, we have developed essentially what’s called a professional development or a training platform for teachers to adopt and effectively integrate Google. So we are a big Google partner.

For those who are not familiar with that space, essentially with the advent of mobile and cloud technology, the pace and complexity is very different than what schools and teachers are used to and so several years ago. What we noticed in previous lives was that adoption was stalling at the teacher level with all this new technology and the traditional means of training teachers is very antiquated in the face of all this new stuff.

Tyce Miller: So, we set out to develop a cloud platform that addressed all the critical failure points of training and roll it out to school districts to provide teachers a better to way to integrate that technology.

Educating Educators

 

Josh Sweeney: Awesome, so with like the massive amounts of technology shifts that we are having, that teachers have to leverage that for a good classroom and I’m sure students and parents are driving a lot of that need in a lot of way. I know as a parent, I have to hope that my son, or both of my boys bring home what they’re supposed to do that day. Whereas now, I can go look it up online.

I can say, “Here’s what you didn’t get done and why didn’t you get your homework done?” Or I can see their grades and other things like that.

Josh Sweeney: So then, with that technology there’s a gap on training the teachers on using it all essentially.

Tyce Miller: Yeah, and if you think about it and we don’t have to go too deep on this, but if you … People often don’t realize, think about it as the first time in history that we’ve rolled out productivity ecosystems like Microsoft Office or G-Suite to schools. So in the corporate world, we know what a spreadsheet is, right?

Josh Sweeney: Right.

Addressing Individual Proficiencies

 

Tyce Miller: So, but think about it like this, you’ve got teachers who don’t know what the cloud is, and you’ve got teachers who do and teachers who are in the middle. So, we’re rolling all this stuff and we’re saying, “Here you go. Here’s your Chromebook. Here’s your G-suite applications. Now go teach with it.” That’s a whole different ballgame.

Tyce Miller: You have to really address each teacher’s proficiency levels effectively so that they don’t get overwhelmed, so that they can slowly understand the practical usage of these things in the classroom and there’s a lot of nuance to that. Right? That’s the challenge that we’ve been addressing and we’re having a good time with it.

Josh Sweeney: Awesome. Well, we’re glad you’re able to help all our teachers get that done, so we can educate the children. As far as company culture is concerned, we want to dig back into your experiences and understand some of the things you’ve been through. When it comes to company culture, what is the most … The best experience you can remember, best company culture experience that you’ve had outside of your own organization?

Best Company Culture Experience

 

Tyce Miller: Yeah. You know, this is … First of all this is a really good time for us to be having this conversation because there’s a lot of transition going on in my world. This is an active thought that I have daily on how we want to. As we grow and scale, because we’re very small and lean and how do I want to define the way we behave with one another and our culture. What does that mean? And that changes, right? It changes just like we change through life, your perception of it and how you engage with it is different.

Tyce Miller: So for example, I kind of look at three, the story of three different companies that I’ve worked for with vastly differently cultures. Probably the best culture that I experienced, doesn’t mean it was the best work experience, but I think probably, and a lot of people know this if you’re in the software world is SAS. SAS is the world’s largest privately held software company out of Cary, North Carolina.

SAS Experience

 

Josh Sweeney: Yeah.

Tyce Miller: Analytics.

Josh Sweeney: And that’s SAS, as S-A-S.

Tyce Miller: S-A-S, yes, not software as a service.

Josh Sweeney: Yeah, just to clarify for the listeners.

Tyce Miller: And it’s, nobody knows what it actually st-, it actually stands for Statistical Analysis Software I believe. I forget, but I think that’s right. But yeah, their kind of known for massages and doctor visits, or free doctor … I mean, just all of the company benefits and they really wrote the book as far as coders go. Now, I’m a long time sales guy. Right? So I’m a technology sales guy, that’s my world. But for the other, many of the employees there, 35 hour work weeks, mandatory … You know, things like that and just the way that people behave on a work-life balance.

Tyce Miller: Now, sometimes it can get a little … It depends on what the mission of the company is right? For me, that’s not where we’re at. It’s not start up culture.

Josh Sweeney: Right.

Shortened Work Weeks

 

Tyce Miller: But I would say if you were to take just the full on balance of just the benefits and just the thought behind everything on employee culture, they were probably the most cognizant of everything that they did, keeping the employee in mind.

Josh Sweeney: Got it. And were they the one that like, didn’t work on Friday or something like that? I feel like they were the one I read about maybe who had like a shortened work week by design across the board, or something like that.

Tyce Miller: I think it was the no more than … And for software developers, a think it was no more than 35 hours.

Josh Sweeney: Okay.

Tyce Miller: A week. And that’s vastly different than what I was used to. Now on the sales side, it’s a little different. You’re not working … You’re going to work til it gets done.

Josh Sweeney: Right, right.

Modeled by Google

 

Tyce Miller: So, I didn’t experience necessarily a lot of that. I did get a lot of good benefits and I know that back when I was there, it was when Google was trying to set their culture and benefits and understanding what to do with employees and they actually came out to SAS and a lot of what Google now has was modeled after the way SAS did things.

Josh Sweeney: Interesting.

Tyce Miller: So, that was an experience of sort of the extreme of one side of a culture. Right? If that makes sense.

Josh Sweeney: Yeah. So, with that one side, one extreme and we don’t want you to name any names or anything, but what was the other extreme? Like what was the one where it was like, “That’s what I want to make sure not to do or never to work in again.”

The Other Extreme

 

Tyce Miller: Well, I haven’t actually had that.

Josh Sweeney: Okay.

Tyce Miller: I would say …

Josh Sweeney: Or maybe even, maybe even some sub-factor that came out where it’s like, it was memorable that a company did something that just was counter to who you are.

Tyce Miller: Sure. First of all, there’s no disparaging necessarily in any company that I’ve worked for. I’ve worked for some brilliant people and I think your culture … Well, let me just say this. What I don’t think culture is, I don’t think culture’s pool tables and fouz-ball tables and popsicles.

Josh Sweeney: Yeah.

What is Culture

 

Tyce Miller: Right? Those are neat things that you get, but that is not what culture is. I think culture is defined by, often defined by the mission of the company itself. So, if your mission as a company is to take over the market as fast as humanly possible, you’re hiring very young people. Everyone’s working like crazy and the end, your end goal justifies the means, you may be light in certain areas, but you may be really good in others. Right? You may not think about culture as much. You just think about, I don’t care, get it done. A lot of negative reinforcement, things like that.

Josh Sweeney: Right.

Tyce Miller: But at the same time, if that’s your thing, that’s your thing. I’m not … I think it’s important and I don’t mean to … I mean, I make mistakes all the time, so just let me throw that out there. It’s important to have culture is defined by the mission of the company, the leadership and how we engage with one another and how we engage with our customers. Right? So that is really to me what culture is, is our behavior to one another and that can be derived by the mission.

Finding the Balance

 

Tyce Miller: So, that said, if you have a servant minded leadership attitude and you want prosperity for your people, and you still want to be a badass and go out and take over the market, I think that’s for me, that’s where the balance is.

Josh Sweeney: Gotcha.

Tyce Miller: So, I have experienced some of that, but even the negative things that you experience, the adversity, fuels the learning.

Josh Sweeney: Yeah, definitely. And I don’t know if I’ve said it on the podcast before, but I know I was speaking with somebody about this, but you said around, you know, if you want to go take over a market and your mission aligns with it, then there are certain ways to get there.

So, I know Uber was an example where they had a lot of bad cultural items that happened in the organization, but as an entrepreneur, what happened in the back of my mind was said, “I’m not condoning anything that happened.

Aligning Employee Mission with CEO Mission

 

don’t even know the whole story, but what I do know is, that’s probably the person that had to be there to get them there that fast and where they’re trying to go now doesn’t align with their CEO.” And of course this is old news, but I think there’s a lot of that where it’s like you’ve got to know the mission and who’s going to get you there and then when you get there, does it require somebody else. Maybe require a new mission? Does it require a new culture? What’s that pivot?

Tyce Miller: Yeah, and I mean a great example with that would be previous to Mobile Mind I was an early Airwatch guy. There are no two more brilliant people out there than John Marshall and Alan Deberry. Alan Deberry, the chairman who also started Manhattan Associates, another big Atlanta software company back in the day.

Josh Sweeney: Yeah.

Inside the Tornado

Tyce Miller: Those guys hired me, and you want to talk about walking into the whirlwind and that truly is the model of that company, is the inside the tornado model if you’ve ever read that book.

Josh Sweeney: No.

Tyce Miller: It’s very, it’s a very Microsoft, Oracle centric, first to market. You’ve got to be the first mover and you’ve got produce and sell faster than anyone else so you can get to the end because you’ve got competitors and you want to be the first one to win.

Josh Sweeney: And that’s Inside the Tornado?

Tyce Miller: Yeah, it’s an old school book, but “Inside the Tornado” and it’s based on the old school Microsoft, Oracle model. There was a lot of … I mean, those guys, nobody works harder than them. They are the hardest working men in show business and they’re two of the smartest people I’ve ever met. Are we the same people? No. Not in a bad way, but we just have different objectives, and I think I’m not as … Like John? If you want to go over and just absolutely take something over, they’ve got the formula for it.

Josh Sweeney: Right.

Employees Shape Culture

 

Tyce Miller: You learn a ton in that and we had a lot of very, very young, young … And I also do think this shapes cultures, in a company like that, when you’re scaling as fast as they were, you get a lot of young employees. Like at one point, and not dogging on millennials, I love them. I’ll hire tons of them again. But, I’m a little older. I had 50 millennials reporting me at one time. I always joke about this, it was a little bit of a culture shock for me and that effected how I treat and behaved them which in turn is part of the culture itself.

Perspective

 

Tyce Miller: So sometimes on the outside it would look like this is a really hard core place. They got a lot of bad PR on Glassdoor, but on the other side, when they’re a CEO building a company. Like okay, maybe it’s annoying that you ask me for a raise every 30 days.

Josh Sweeney: Right.

Tyce Miller: You know, that kind of thing.

Josh Sweeney: Yeah.

Tyce Miller: So, anyway. But yeah, that’s … I don’t know where I was going with that. But anyway, that’s kind of the take on …

Working with Millennials

 

Josh Sweeney: What was your biggest misconception like once you worked with millennials for a period of time. What was like something you shifted your mindset on? Because that’s a common topic now of course with millennials.

Tyce Miller: Yeah, I think the thing with millennials that I’ve seen is there’s this notion that you want to contribute to the world. Right? I want to do something of value, something that matters. Often there’s this disconnect in their mind that they’re doing the mundane things. They sort of want to skip to the end and solve the world’s problems. I think for me, my articulating at least to my team was, “These are the things you have to do to get there.” You don’t change the world, by boiling the ocean.

Jocko Willink

You change the world one person at a time. So what kind of impact, which is a daily, a tactical impact you have to do daily, that leads to that strategic goal. Just come in, work hard, and you’re going to be awesome. And I think a lot of the times with them is one of the best things from a guy I’m sure people listen to, Jocko Wellink, former Navy SEAL.

Extreme Ownership

 

Josh Sweeney: Extreme ownership.

Tyce Miller: Yeah, extreme ownership. He talks about how do you be indispensable at your job? You be indispensable. That’s it. Just do it.

Josh Sweeney: Right.

Tyce Miller: Just get after it. That was some of the things I had to learn is that, some of the things that people were bringing up to me, I’m like, “What?” I don’t understand why this is even coming up right now. So it was just learning kind of what was motivating them and sort of guiding them, and it’s a little bit … I hate to sound like a cliché, but a little bit of tough love.

Josh Sweeney: Yeah.

The Unexpected Reward

 

Tyce Miller: You know, I’ll give. And also I think what a lot of people don’t do, is I was really big and still am on giving something, reward to someone without them asking for it. So, a promotion or a raise, or whatever without someone having to ask, because what happens is when they start to learn that, they start to go, “Okay, life does work this way. I’m being awesome and I didn’t have to ask for something.” And I think that that’s something … I think that’s a lot of companies fault, because sometimes they don’t do that because they’re cheap or they’re not doing something.

Josh Sweeney: Right.

Tyce Miller: But you will get more out of your people if you do those types of things. I think that’s a very millennial thing too. Some of the best people I know, my best employees are millennials. I love them, I’d hire them again.

Josh Sweeney: It’s kind of like rewarding along the way. Right? Not waiting for the once a year raise or whatever it is, but reinforcing that things are going well.

Earning Loyalty

 

Tyce Miller: Absolutely. If you … And it’s also that surprise. If you say, “Hey, by the way, just a head’s up, just come in here for a minute.” And by the way this is not, contrived. It needs to be earned, but you as a leader need to understand that you need to pay attention to that. So, so and so … And then you’ve got to go fight for it and you’ve gotta expend your own political capital to fight for it and say, “Look, the right thing to do is let’s give them to him now, or her now.” And then you give it to them and they’re like, “What? What happened?”

Tyce Miller: You will earn loyalty that way, and again, it’s not be contrived but that’s the way that dynamic should work.

Josh Sweeney: Gotcha, love it. I think that’s new. We haven’t heard that before from another interviewee, somebody we’ve interviewed so, awesome content. As far as your current company, what’s your favorite aspect of culture in the company now, in Mobile Mind?

Favorite Aspect of MobileMind?

 

Tyce Miller: Man it’s such a good question. I think freedom, and let me just give you a little bit of context. So, I was always a software guy on an island. I could do whatever … remote. Okay? So, managed my days, do whatever, as long as I crushed my number nobody cares, good to go. When I went to Airwatch, that was a very … So for every company up to Airwatch I had kind of been that way. Airwatch was a very, in the office, that was a shock to me. I remember driving to the office going, “This was a huge mistake.” So I had to get used to that.

Tyce Miller: So, I got into that mode of everyone needs to be here, everyone … And I sort of adopted that. I say that because when we started, not to get too in the weeds on this, but when we started Mobile Mind, I knew there was a business problem that I had seen at Airwatch and we had all these Airwatch customers that we could do a lot of consulting services around to fix some problems.

I left Airwatch. We were acquired by another company. I said to everybody, “We’re going to build a services company to start that so we can figure out this PD thing and crack the code.” Because what I didn’t want is to just throw darts and start developing software.

Josh Sweeney: Yeah.

The Fuel

 

Tyce Miller: I knew that might be for a moment in time, but it was always about the mission and fuel to get us to where we could develop our own platform for PD. It sounds, by the way, easier said than done. About a million mistakes along the way.

Josh Sweeney: Yeah.

Tyce Miller: For the record. But the reason I say that is because the day that I started the company, we did have an office, had to have more people, we had to support more things. So, the culture was kind of a trickle over from the Airwatch stuff and I was still … but over the next few years, I sort of got back into this feeling of, “Can we grow and scale with a little bit more freedom? Do we have to have space?

Can we do something hybrid? What kind of employees are we hiring?” I think I’ve really would like to … And also, the difference is, is that’s a sort of, we want to hire thousands and thousands of people. I like military history and I was in the military, so you know, I think of like the Chinese wave which is a doctrine of hiring tons, you know, millions. Flood the market with salespeople.

The Mental Shift

 

Tyce Miller: Now, we’ve moved into more of I’m more adept at having a special forces team. I want individuals who can put the flag on the hill, no matter where they’re at, anytime, don’t ask me questions, just make it happen. So that does effect how the culture is. If that makes sense?

Josh Sweeney: Yeah, definitely. Do you think that just for context, I mean we get a lot of this. We are getting more and more customers, clients, prospect, inter-, people interviewing that have these hybrid teams. That came from the traditional space, they started off traditional, but then they went a little more mobile or they just started a new business more mobile. Do you think though if somebody wants to set out to build a company like an Airwatch, a fast growing company, do you think they have to have that office environment? Does it …

Tyce Miller: I think, I do think if you are going to, and this isn’t the the only factor. First of all, let me say this. You can’t do an Airwatch unless you’ve got a lot of money behind you.

Josh Sweeney: Right.

The Lean Startup

 

Tyce Miller: Okay? And you … Because there’s just … So whether you raise that money or you have it, I mean that’s just rapid scale. For me, we’re a lean start up. We have angel funding and things like that, but we want to … We’ve had to be very smart about it. So that alone effects how you do things. And office space if you don’t need it, do I want to pay $4,000 a month for office space, when you’re trying to keep cash in the bank?

So, I think that’s one thing, but if you’re … I do think if there is a maturity level, if you are hiring people who one, want to be in an office. A lot of times the younger folks, they want to be there. That’s social and after work are blurred. Right? So this is just their entire life. It’s not the eight, nine to five.

More People Want Freedom

 

Tyce Miller: So I think people do, some people want that. More people want freedom. I think you need to understand the type of employee you’re hiring and that’s probably going to shape the physical elements of the culture, office, no office, co-working, that kind of thing.

Josh Sweeney: Yeah.

Tyce Miller: To give you an example, this will certainly surprise you. One of the, my number one person in the company, her and her better half, they are living in a van traveling all over the place. Like literally.

Josh Sweeney: Right.

The Van Life

 

Tyce Miller: And she’ll do demos, because we have to have … We’ve been all over the country with certain things. But there’s an actual thing called van life. Like people live and they travel and if that’s what she wants to do, and that is an extreme case, but the technology is there and do I trust her? Is she the hardest working person that I know? Absolutely. Is she brilliant? Yes.

Tyce Miller: So what do I care?

Josh Sweeney: Yeah. As long as the results are met.

Tyce Miller: Yeah. There’s a thing, yeah, we’ll I’ll you go. Yes.

Josh Sweeney: Well, this has come up a few times, but how do you come up with those results, so that you are no longer bound by time and bound by somebody seeing you visually. Like traditionally it was nine to five. So I came in the office, you could see them and if you wanted to have oversight, yes, they could be playing on Facebook or whatever while you’re not there. It’d still be in the office, but people had this feeling that they could see what they were doing.

Be Clear

 

Josh Sweeney: Whereas with the remote culture, what I find is you have to be very clear, remote, not only remote, but like non-time bound style. You can work whenever you need to work for the most part unless you have client meetings. How do you come up with the metrics in order to manage those people? Especially when they’re not in sales, or they’re not in something that has a hard metric? Like a marketing resource.

Tyce Miller: Well, I think you have to establish, what are those duties and you have to attach quantifiable results. Everything should be results driven. If the results are there, that’s why one of the funniest things through … I always look for if I ask somebody to do an interview process, “What’s more important, effort or results?” And if they say, “Effort.” Red flag.

Josh Sweeney: Right.

The Outcome You Deliver

 

Tyce Miller: Because people need to understand, it’s the outcome that you deliver. And if you give somebody the right direction and the right outcome, and you need to be clear on that, because if you don’t, then that’s where it breaks down. What do I have to measure them on? I don’t know, because I don’t know what they’re supposed to be doing. So I think if you have the quantifiable outcome, sales is easy, but we produce video content. We develop, we have software dev dates. We’re constantly doing so many things that so many are involved or so many people are involved with, it’s easy to measure those things.

Tyce Miller: So, the question I think people need to ask is, “If I have an employee that I’m worried about, whether they should be doing something or not doing something, did you hire the right employee?” I mean, because whether you’re in the office or not, people are going to be doing whatever they want to do.

Josh Sweeney: Right.

Tyce Miller: So …

Josh Sweeney: Too accessible nowadays.

Tyce Miller: Yeah, yeah. Absolutely.

Future Culture Focus

 

Josh Sweeney: Definitely. So, my last question for you is, at Mobile Mind, what is the one thing that you want to work on from a company cultures perspective the most? Like what’s the biggest challenge? What’s the upcoming thing that you really want to focus on?

Tyce Miller: Well I think it’s because we’re in, we’re starting to scale, I think that everything that we just talked about is going to come into play.

Josh Sweeney: It’s all going to come up.

Tyce Miller: And you know, I had a guy …

Josh Sweeney: That’s the way things work.

Tyce Miller: Yeah, yeah.

Josh Sweeney: Inside the tornado, right?

Tyce Miller: Right, well, it’s good and bad, things come together. But I think for example, I had a guy who we were talking about bringing on board, who was one of my top guys in a previous company. He, a millennial, on the cusp, but whatever. He said, “Man, I can’t. I can’t work at home. I gotta have somewhere to go.”

Josh Sweeney: Yeah.

The Hybrid

 

Tyce Miller: Right? I think there will be some of that evolution of some of that hybrid, where can we co-habit ate, collaborate with one another, probably setting in as we scale, you do need to start re-establishing those cadences. When are we meeting? If you have five people, that’s one thing. But now you need to put back in that leadership structure and the culture can maintain, right? The culture of freedom, a culture of results. The thing is, and I do want to impart, I’ll give Alan Deberry credit, he told me this.

There’s three types of employees.

  • The employee who you can with the proper hand holding and guidance you can tell them what to do.
  • There’s an employee that if you give them a task, no matter what you do, it’s not going to get done.
  • And then there’s the employee that if you tell them, “Hey, I just need this done.” They’re just going to make it happen.

A Message to Garcia

Tyce Miller: And especially in the start up world, that’s what you need. There’s, I did a talk on this at Tech Village, about there’s a book called, “A Message to Garcia.” It’s a famous book, I’m not going to go on a thing. But I got it, somebody gave it to me when I was in the Marine’s and they said, “Hey, read this book.” And it’s about just making it happen. Most widely translated book I think after the Bible globally. I highly recommend anyone who’s in a start up world, anyone who wants to get a definition of expectation of employee results and culture. It takes 20 minutes to read.

Josh Sweeney: Nice.

Tyce Miller: If that. Everyone should read it. But it’s that, is the biggest thing that I think that I will continue to instill. Are you the type of person that can just make it happen, and yes, we’re going to reward you with everything that you could possibly imagine and we’re going to have good interaction. We’re all going to go out and be bad asses and try and take over the market. But, still be good people. Right?

Josh Sweeney: Right.

Bigger Than Ourselves

 

Tyce Miller: Do something bigger than ourselves and I think if we can maintain that, but the challenges will be continuing to try and maintain that at scale and I’m sure there’ll be some change along the way.

Josh Sweeney: Awesome. Well I really appreciate you coming out for the podcast.

Tyce Miller: Yeah, this was a blast. Thanks so much.

Josh Sweeney: Yeah.

Tyce Miller: I really appreciate it.

Josh Sweeney: Thank you. Well, this has been the Epic Company Culture Podcast. Thank you for joining us and thank you Tyce for coming on with Mobile Mind. Have a great day.

Subscribe

 

Announcer: Thank you for tuning in to today’s episode of the Epic Company Culture Podcast with Josh Sweeney. If you enjoy this content, please subscribe on iTunes, SoundCloud or Stitcher. For additional content and transcripts, visit EpicCulture.co. If you have questions or topics you would like us to address or expand on, tweet us at Epicculture1 or email at podcast@epicculture.co.

Podcast Highlights and Resources

Quotables:

  • I think culture is defined by the mission of the company itself.
  • Even the negative things that you experience, the adversity, fuels the learning.
  • You change the world one person at a time. So what kind of tactical impact you have to do daily, that leads to that strategic goal? 
  • Reward someone without them asking for it, you will get more out of your people.
  • I want individuals who can put the flag on the hill, no matter where they’re at, anytime, don’t ask me questions, just make it happen.
  • When I ask somebody to do an interview process, “What’s more important, effort or results?” And if they say, “Effort,” Red flag.

Inside the Tornado

In this, the second of Geoff Moore’s classic three-part marketing series, Moore provides highly useful guidelines for moving products beyond early adopters and into the lucrative mainstream market. Updated for the HarperBusiness Essentials series with a new author’s note.

Once a product “crosses the chasm” it is faced with the “tornado,” a make or break time period where mainstream customers determine whether the product takes off or falls flat. In Inside the Tornado, Moore details various marketing strategies that will teach marketers how reach these customers and how to take advantage of living inside the tornado in order to reap the benefits of mainstream adoption.

Extreme Ownership

Since it’s release in October 2015, Extreme Ownership has revolutionized leadership development and set a new standard for literature on the subject. Required reading for many of the most successful organizations, it has become an integral part of the official leadership training programs for scores of business teams, military units, and first responders. Detailing the mindset and principles that enable SEAL units to accomplish the most difficult combat missions, Extreme Ownership demonstrates how to apply them to any team or organization, in any leadership environment. A compelling narrative with powerful instruction and direct application, Extreme Ownership challenges leaders everywhere to fulfill their ultimate purpose: lead and win.

A Message to Garcia

A Message to Garcia is Hubbard’s most famous work. In it, he argues that the greatest hero is the man who simply does his job, completing the task no matter what the obstacles. Within Hubbard’s lifetime, the Message was reprinted more than any book besides the Bible. Today, it is required reading at U.S. military academies. 

This volume includes an introduction by Hubbard’s personal assistant, Felix Shay, plus Hubbard’s essays on “Mental Attitude,” “Initiative,” “Ability,” and other qualities essential to success, making this the best available edition of the book.

GlassDoor

Glassdoor is one of the world’s largest job and recruiting sites.

Built on the foundation of increasing workplace transparency, Glassdoor offers millions of the latest job listings, combined with a growing database of company reviews, CEO approval ratings, salary reportsinterview reviews and questions, benefits reviews, office photos and more. Unlike other job sites, all of this information is shared by those who know a company best — the employees. In turn, job seekers on Glassdoor are well-researched and more informed about the jobs and companies they apply to and consider joining. This is why thousands of employers across all industries and sizes turn to Glassdoor to help them recruit and hire quality candidates at scale who stay longer. Glassdoor is available anywhere via its mobile apps.