Top 87 Quotes & Sayings by Stewart Butterfield

I love cities. New York, Montreal, London, Amsterdam, Tokyo, Hong Kong, Singapore, Sydney, Melbourne, Toronto, L.A... but, I do choose to live in Vancouver. It's home.

It's hard to overestimate how much the perception of the quality of the V.C. firm you're with matters - the signal it sends to other V.C.s, to potential employees, to customers, to the tech press. It's like where you went to college.

Sometimes you will get feedback that is contrary to your vision. You may be trying to drive in a particular direction that people don't necessarily understand at first.

Slack is gratifying to work on in the same way that Flickr was. The mission is to make people's working lives simpler, more pleasant, more productive.

I learned so much in the year after Flickr was acquired. People forget, but Flickr launched in February 2004. And a year later, the deal was done with Yahoo, and we closed it in March of 2005. It was really independent for a relatively short period of time.

The element of teamwork is perhaps underappreciated.

There's a lot that's wrong with the way we work - bad habits that develop around control of information, people hoarding information as a means of preserving their own power. When you're using Slack, everyone can see what's going on because the default mode is public.

I rarely in a working day go more than 10 minutes without looking at Slack.

I was born in a little town called Lund in British Columbia. It's like a fishing village. My parents were hippies. They tried to live off the land, so I grew up in a log cabin, and we didn't get running water until I was 4. The next year, we got electricity. Then we moved to the city, Victoria, British Columbia, so I could go to school.

The useful part of Microsoft was that everything worked together.

One of the advantages of something like Slack is that I tap on the app icon, and it's just the people at my company and just the people I work with. There's a strong boundary there which aids in comprehension. It's one less molecule of glucose in my brain to manage it all.

I can tell people a story that they believe in and get behind. So I'm good at the leadership part. But I've always said that I'm a terrible manager. I'm not good at giving feedback.

Flickr was designed partly to market itself. There are a lot features, in place early on, that let people take their photo, upload it to Flickr and post them elsewhere, on their own Web site or their blog, which meant a lot of incoming links.

I see all kinds of people work hard all over the world, and some of them are barely making it. I don't just mean subsistence farmers. I mean people in the developed world who work multiple jobs, and because the cost of health care and child care eats up almost all of the living they make.

I was pretty entrepreneurial as a kid. I had a lemonade stand. When I was 12, I arbitraged the price of 7-Eleven hot dogs; I'd buy the ones that are pre-wrapped with the bun and then sell them on the beach.

Inside a company, you can mandate that everyone use the same technology, which means you can go a little bit, I don't know, higher fidelity than the lowest common denominator technology.

I think there's a deep impulse in most humans to do creative stuff, whether that's music or art, photography or writing. Most people at some point in their life say they want to do something creative - they want to be an actor, a director, a writer, a poet, a painter or whatever.

Those moments of play that we do get in meta-life, like playing music, or golf, or word-play, or flirting - those are some of the best parts about being alive.

There are two big benefits from moving conversations from a mode where you're addressing individuals, or groups of individuals, to addressing a channel which is a topic, a project, a functional discipline, or whatever.

I had hippie parents, and I found it difficult to figure out how to rebel against them.

From the outside, Yahoo was extremely successful. It was making money; it was still bigger than Google. But when I got there, I learned what a disaster of a company looks like from the inside. There were a lot of vice presidents, and it was basically a turf battle between them.

Silicon Valley is the engine for wealth creation. They've displaced energy, they've displaced financial services, and if we don't start including a broader array of people in that, the same group of people is going to rise to the top.

For the first five years of my life, I grew up in a log cabin in coastal British Columbia in a very small town, like 300 people, mostly hippies. No running water, no electricity. When I was 12, I changed my name from Dharma to Stewart. At that age, you just want to be normal.

You may be trying to drive in a particular direction that people don't necessarily understand at first. In our case, we knew the users we had in mind for this product. So in the early days, we looked at our customers, really just testers at that point, and we paid extra attention to the teams we knew should be using Slack successfully.

About 80 percent of the photos on Flickr are public and searchable by everyone. In one sense, it's a place where people upload snapshots from the family reunion, wedding or the birth of a baby or something like that, but it's also a place where people go to show what the world looks like to them.

You can take a team of absolute all-stars in terms of their native abilities, but if they are not working together, they are much less effective than a team where there is less native ability but a higher degree of teamwork and cohesion.

I tend to be a lot more honest and transparent with employees than most bosses are. But I've had people tell me - even those who love working with me - that I'm terrifying, which is hard for me to imagine.

Email has the virtue - sounds like a bad thing, but it's the virtue of being the lowest common denominator messaging protocol. Everyone can have it. It can cross organizational boundaries. No one owns it. It's not some particular company's platform.

I have a couple of things I do to clear my head when I need it. The first is exercise, the kind of exercise that makes me lie on the floor afterward gasping for breath and wonder if I'm actually going to be able to breathe enough to not die. The other one is playing music.

One advantage that I think Slack has for most people who use it is, you pull out your phone, you look at the home screen, there's the Slack icon. You know when you tap this one, it's all the people you work with, and it's only the people you work with. And that's a big advantage.

There are a lot of things that Slack gives you that email doesn't when you think about internal use. Switching to Slack from email for internal communication gives you a lot more transparency.

I think of myself more as a designer than a serial entrepreneur. As a designer, the easiest way to see that something happens is to start a company and then be the boss, and then people have to do what you say.

There was a lot of dialogue between the people who were developing Flickr and their users to get feedback on how they wanted Flickr to develop. That interaction made the initial community very strong, and then that seed was there for new people who joined to make the community experience strong for them, too.

One of the biggest lessons I've learned is that there has got to be a reason for what you're doing. You actually have to care about what you're doing. The business has to be about something. Whatever the point of it is does not have to be inconsistent with making money, but usually if that's the sole reason, it is not very successful.

When we first started Glitch, there were four co-founders of the company. We built Flickr and worked together at Yahoo and then started Tiny Speck. We were split in Vancouver, New York, and San Francisco. So we used an old chat technology called IRC. Almost nothing went through email.

If your job requires that you spend a lot of time communicating with people across organizational boundaries, email is perfect. Email is the lowest common denominator, and it's going to cross organizational boundaries really well.

People think I'm smart because Flickr was successful. I'm lucky. Maybe I'm smart, too. But, I'm lucky.

At my first job in the mid-to-late '90s, almost every product was from Microsoft. Everything was designed to work together - Windows for workgroups, shared M drives, etc., etc.

The scale of revenue growth is unprecedented. If you look back over history, whether you're looking at the railway robber baron era or the 1920s or the '50s or the '70s, it used to take a long time for a company to get to the point where they had tens of millions of dollars of revenue. It was almost never an overnight phenomenon.

We'd never make Slack an email client, but it's good to support sending emails into it. There's quite a bit of formatting you can do. When I get an email from the outside world that I want to share with team, I cut and paste it into Slack. But really, I should be able to import that email as an object.

For most companies, the hard thing is making the product work well enough to convince a single person at a time to switch to it.

I think email's going to be around for, like, another 10,000 years. It's a great way to cross organizational boundaries.

It's easy to hire too fast and have chaos and disorganization and insufficient management.

Hard numbers tell an important story; user stats and sales numbers will always be key metrics. But every day, your users are sharing a huge amount of qualitative data, too - and a lot of companies either don't know how or forget to act on it.

I feel like the business side came more naturally to me along with the product design side, but managing and effectively leading large organizations of people is something that is perpetually challenging and the topic on which I am constantly looking for good advice.

If you're not hiring from some groups of the population, then you're obviously missing out.

All the people on the Flickr team are committed to what we're doing, which is to be the eyes of the world.

The experience of being able to search back over all your team's communications for, in our case, millions of messages, is super-valuable. But you don't know what that's like until you actually have it.

Email will probably be around for many decades to come. It's hard to say what will happen 20 years from now, but email has been around for decades, and it will likely be around for decades more.

What motivates me is just to do a really, really good job at something. If I were a better musician, I probably would've ended up as one.

Inside a company, you can mandate that everyone use the same technology, which means you can go a little bit, I don't know, higher-fidelity than the lowest-common-denominator technology. There are a lot of things that Slack gives you that email doesn't when you think about internal use.

Email is the lowest common denominator. It's the way you get communications from one person to another. There isn't really an alternative. Sometimes people will have Facebook messenger turned on, but 99 percent of the time, if you're sending a message to a human you don't know well, you're using email.

People sometimes forget how early Flickr came. Facebook didn't add photo sharing till a year after Flickr was acquired by Yahoo.

A company like Adobe, there are dozens of different teams that are using Slack. Each of those elected to use Slack independently.

It's very difficult to design something for someone if you have no empathy.

There's a lot of automation that can happen that isn't a replacement of humans but of mind-numbing behavior.

I related to the whole hippie, acid-test confluence of the early Internet. The idea that we should be open and interoperate with our data resonated with me.

I'm going to end up with a lot more money than I feel like I'm entitled to, given how hard I work.

In Slack, you create channels to discuss different topics. For a small group of people, those channels are relatively easy to manage and navigate.

I don't think it ever occurred to me that I wouldn't be an entrepreneur. My dad became a real estate developer, and that work is usually project-based. You attract investors for a project with a certain life cycle, and then you move on to the next thing. It's almost like being a serial entrepreneur, so I had that as an example.