A Quote by Daniel Lubetzky
I believe that everyone in a company should pitch in to foster a culture of ownership and respect. At KIND, this belief translates to everyone being in the trenches - from team members just starting out to executives who have been with the company for years.
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You need to make sure you hire people who are capable of being strong team players. Team members should fit the company's culture, be committed to the team, and be capable of being genuinely vulnerable and selfless.
Keep asking yourself, 'What kind of a company would my company be if everyone in it was just like me?'
We have a very open culture at the company, where we foster a lot of interaction between not just me and people but between everyone else. It's an open floor plan. People have these desks where no one really has an office. I mean, I have a room where I meet with people. But it has all glass, so everyone can see into it and see what's going on.
I used to believe that you could change the culture or behavior of a company. I still believe it's possible, but it is at least a five to ten year process, if you are successful at all. More recently, I have been attracted to the ideas of the behavioralist, Edgar Schein. Schein has argued that you cannot change the culture of a company, but you can use the culture of a company to create change. It's an interesting approach to overcoming resistance. And if you can change how a company does its work, you might eventually be able to change how its people think.
There's a lot of pride that business owners have. It's actually really critical that pride and ownership extends to everyone in the organization. I think of everyone is in the same boat in driving the company forward.
You know, I'm behind my company. My company has been a big part of my life. And it's not that I been buying a company or that my father bought a company and tried to do something out of it. You know, it's not the same thing. It's my name, it's my company, it's my signature.
I leave CNN with the utmost respect, love and admiration for the company and everyone who works here. This has been my family and shared endeavor for the past 27 years, and I am forever grateful and proud of all that we have accomplished.
Some of the best ideas throughout the company's evolution have been from places all throughout the company whether it's an engineer or someone on the customer support team. Just different areas around the company.
Not everyone is going to end up being a founder of a company, but the skill of being entrepreneurial, having ideas and going through with them - that skill is so important. Everyone should be imbued with it. Because once you have that, once your brain has been wired for that, all these problems, obstacles, all these things start looking like things you can hack.
You're missing it. This is not a one-man show. What's reinvigorating this company is two things: One, there's a lot of really talented people in this company who listened to the world tell them they were losers for a couple of years, and some of them were on the verge of starting to believe it themselves. But they're not losers. What they didn't have was a good set of coaches, a good plan. A good senior management team. But they have that now.
If you're thinking of acquiring a company and want to keep it a secret, tell everyone in the company; let them all in on the truth. Say, 'Listen, if this gets out, we'll probably lose the deal, so we're all in this together.'
A romantic or classical view of the French approach would have been to say, 'It's a French company; let no one attack it. Let's block any merger. But the reality is Alcatel-Lucent is not a French company; it's a global company. Its main markets are China and the U.S. Its ownership is foreign; most of its managers aren't French.
I took a dozen of our top managers to Argentina, to the windswept mountains of the real Patagonia, for a walkabout. In the course of roaming around those wild lands, we asked ourselves why we were in business and what kind of business we wanted Patagonia to be. A billion-dollar company? Okay, but not if it meant we had to make products we couldn't be proud of. And we discussed what we could do to help stem the environmental harm we caused as a company. We talked about the values we had in common, and the shared culture that had brought everyone to Patagonia, Inc., and not another company.
Over the last ten years, technological advances have dramatically lowered the financial bar for starting a new company, but the courage bar for building a great company remains as high as it has ever been.
If you think 20 years out and ask what's the most important company on the planet, it is not any company you could write down today. The most important company 20 years from now has not even been founded yet and doesn't have a name.
I've always said I'm not the kind of designer who likes to lock himself away in a studio and let the rest of the company deal with it. I work very closely with everyone on the team.
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