2011 we started
2012 we validated
2013 we executed
2014 we win
2011 we started
2011 we started
2012 we validated
2013 we executed
2014 we win
As a startup iterates itself past the short-term uncertainty – where there is no clarity about what you might even be working on that afternoon – systems need to come into place. These systems serve multiple purposes:
As we’ve grown, the presence of such a system has become incredibly important. While the practice of advance work planning is well established when it comes to software development (product roadmaps, scrum, Jira, pivotal tracker, etc – if interested in this specific topic, read my article on that), it’s less defined when it comes to general company goals.
More recently Christoph, investor in and supporter of Contactually, wrote up about the growing practice of OKR’s.
For the past two years, back to when it was just the three founders, here is the practice that we implemented and still, for the most part, stick to.
A simple document, updated monthly, with three columns.
|30 days out||60 days out||90 days out|
We’ll line up, for each team, what we want to achieve. As the month goes on, we are able to see how we’re tracking this month, and ensure that nothing is slipping through cracks (unless we just have no time). This used to be where we would track metrics that we want to hit (number of users, MRR, etc) – but now we’ve moved that to a separate spreadsheet.
Just the act of figuring out what you’re going to do over the next 90 days can benefit a startups strategic thinking, and break out of the potentially circuiotous “what are we going to do this week” activity.
Achievements and Objectives
This is something our team practices religiously. Prior to our team meeting, everyone emails to the team alias on the same thread (usually initiated by me) a bulleted list of what their Achievements from last week are, and what their Objectives for the upcoming week are. Achievements are usually gathered by copying and pasting the previous week’s Objectives, which gives you continuity to mark what you did do, and re-prioritize what was not completed. Being a simple email, this gives people the freedom to express their past accomplishments and immediate priorities in different ways – sometimes to be replicated by others. Tony may paste in a screenshot of an excel spreadsheet he uses for his own planning, with color coding to reflect progress. Alexandra may throw key milestones hit or major news for the rest of the team. Brian may throw in what he needs other people to do.
Email is as simple as it gets, but we’re investigating systems that lest us streamline this for a growing team, this is where tools like 15Five or idonethis come in.
This is primarily me, but I see other people on the team starting to do this as well. I never was able to fully adopt Getting Things Done, but having a paper notepad with me at every moment of the day works perfectly for me. My work day doesn’t start until I’ve lined up exactly what I need to do that day, from the minute (respond to XYZ, delegate ABC) to the major (plan XYZ feature). If a meeting or 1-1 conversation yields additional tasks for me, they get added to the notepad. My day doesn’t end until I’ve completed what’s on the paper, or marked what I can move to the next day or delegate out. There are no shortage of to-do list apps and task managers out there, and I’ve tried a fair share of them. YMMV, but the physical presence of a notepad and the tactile reward of crossing something off a list still reigns supreme for a neanderthal like me.
Like any advice I dole out, take this as just a data point, but this process has so far been working for myself and the Contactually team.
If you’ve read more than a couple of my blog posts, you’ll find that I spend just as much time focusing on more touchy-feely subjects as I do on more tactical learnings. There’s a reason for that, as the psychological state of you and your team has a tremendous effect on your ability to execute, and therefore, the success of your venture.
Flashback to late 2011/early 2012. I was miserable. My first time as CEO, across the country from my fiancé, dog, and support base, trying to raise money and having a terrible time doing it (in hindsight it was because **I** was terrible at it). I was hearing “No” pretty much every day. I probably was on the edge of full depression, as every day seemed dark with no path out.
At the first DC Tech Meetup after coming back to DC, I ran into Bryan Sivak, a former entrepreneur who’s now bringing some badly needed innovation to the federal government. As I was talking to him about the challenges I was facing, he gave me one key piece of advice.
“Just have fun.”
And so I do. Every day. Entrepreneurs love what we do every day. Being in a startup is fun. As challenging as it may be on a daily basis, I could not ask for a more enjoyable, fulfilling professional experience. For some reason, those three words just struck a nerve, and rarely a day goes by where I don’t recall them, and I can’t help but be happy.
From the school of interesting ways we’ve failed…
There is a vast chasm separating the ability to collect metrics and use metrics.
The lean startup canon pushes for being data driven, so you’ll find that every startup has a plethora of people using a plethora of tools to “be metrics driven.” Lots of data. A/B Testing. Multivariate testing. All of this lingo circles around as common knowledge.
So we “did” that. Dropped Google Analytics on every page. Kissmetrics? Sure, why not. Mixpanel was being delivered ~100 different types of data points. We set up A/B tests all over the place in Optimizely. We built at least a dozen different “dashboards” and specific reporting tools in our own application.
It didn’t work.
We suffered from information overload – we had so much data on our hands, we had no clue what was actually happening. We had no discipline to regularly look at and understand the data. A/B tests were so easy to set up, we set up a lot of them, yielding inaccurate results, which we would never check. Our designated time to review metrics would be a mess of clicking around the various tools, trying to just understand what we were seeing. KPIs assembled would be inconsistent from month to month, yielding mistrust in the data. Luckily thing were going well, but if they hadn’t, it would have been hard to figure out what wasn’t.
We tried instrumenting the tools to tell us what we thought we needed, but they never delivered on that.
It reached a crisis point where we were talking to interested investors and realized we didn’t know the current metrics off the top of our heads, nor, even after looking through the data we had, could we answer some of their deeper questions.
Here’s what we did, which might work for you.
This has made a substantial difference for us.
As our company grows from three guys on a door desk to something more substantial, we’ve invested a lot of time not just to running the company but about **how** we run the company. That is particularly relevant for the CEO role. In talking to many CEOs and a fair amount of research – it’s clear there is no “right” way to run a company – it all comes down to the culture of the company, the personality of the leader, and the type/stage of business. I personally know & have read on CEOs who are 100% top-down, who run a military-style org structure. I know CEOs who micromanage to get things exactly as they want. I know CEOs of successful companies who have said they’ve never had so little to do.
It didn’t happen overnight, nor was it forcefully implemented, but the personal method of leadership that I’ve adopted is servant leadership. Bring on the right talent, ensure we’re going in the right direction and there are clear communication channels between everyone, then do whatever I can to help them.
My friend Peter Corbett has a slightly different term – kick off then f*** off. Point them to the goalposts, then stay out of their way.
The people we’ve brought on are the top of their game (or will be as they grow). As one of three founders, we still need to serve in an inspirational role, but day-to-day CEO, my role is to help them execute as best as possible. Quite literally – our 1-1s consist of two main questions – How’s everything? and How can I help you? These two questions uncover not only their priorities, but what else they need that are external to their abilities or time allotment. Critics may think that this can be abused to the point where you’re doing their job – the passing off of work would be the sign of a bad hire rather than abuse.
In a SaaS world were the customer needs to come first, this attitude of serving not only your users, but your team as well, seems to work. So far.
Beyond the commonplace tools (Google Spreadsheets, Dropbox, Evernote, Google Apps, etc) and the obvious (Contactually!) – I’ve listed out some tools that I use daily, if not multiple times daily, to assist me.
There’s a scene in How I Met Your Mother where Marshall imagines dropping in right at the point where his teenage self starts smoking, and slugs him.
I’ve adopted a mentality that, if at any point I’m able to traverse time a year, even six months, back….
I’d kick my own ass.
It has nothing to do with age or maturity – but the cycle of learning is so rapid that I’m able to recall a not-so-distant set of things I was focusing on, what I was worried about back then, what I had no clue about. Ugh, that guy.
The typical startup journey involves a lot of failure, which has luckily been embraced by the entrepreneurial community as a positive experience. Beyond the obvious aspect of innovating in a way that, statistically, won’t work, the act of barn-raising a new company is fraught with it’s own issues.
The product has bugs.
Support times are too slow.
Our metrics aren’t adding up.
That candidate said no.
We didn’t hit our goal.
Differences of opinions.
Paying DC taxes (which sucks).
And that’s maybe 1% of the problems we have dealt with or still continue to deal with to this day.
And while it’s great that the failure that accompanies experimentation is accepted in our industry (we added it as part of our values too), what’s not discussed is it wears on the team. Day in, day out, month over month – being aware and constantly discussing what’s not working can kill you.
So celebrate the wins.
Here’s what we’ve developed to aid us:
Instant Reporting: Whenever a customer upgrades, we post a message to our team-wide Hipchat, with a funny message, their name, and the Customer Guru who worked with them. Early on, anyone around would have a mini-celebration, which funny gifs, emoticons, etc. As we’ve grown in volume and it’s no longer a 1-5X daily occurrence, that has tapered off, but it still provides that little bit of dopamine which can make such a difference.
Metrics: Metrics tell you what needs improvement, but it can also report the success of past efforts. When reviewing metrics with your team, try and connect that with the actual initiative, large or small, and the team members responsible for that (doing this is useful for many other reasons as well, of course).
Positive Feedback: Whenever we get any snippet that commends our product – a blog post, a tweet, a customer email – that’s instantly forwarded on to the team. We also collect it in an “Awesome Board” on Trello, so we can review regularly. The dev team is usually awash in what’s wrong or needs improvement, so it’s important to hear that, overall, our platform is making a huge difference in thousands of lives.
Great Customer Experience: Beyond enjoying the product, if any of our external receptors catches a positive note regarding a customer service experience, webinar, or guru call, we forward it on to the whole team, ensuring we commend the person responsible.
Awards: We have a number of awards that rotate among our company week over week. Come up with ones that reflect your own company culture – we’re not telling you ours
Show and Tell: Our product and marketing teams, every two weeks, shows off to the rest of the company what’s changed, recent initiatives, even little tweaks. We’re still a small (16) tight-knit team, but having a time dedicated to the hard work these men and women have invested pays off.
There are a number of other large or small dopamine delivery tools we implement, but these are the major ones which could be implemented in your venture as well.
Most people won’t. Which means those that do change everything.
– Bryce Roberts
After a meteoric rise, LivingSocial has had a tough go recently. Between layoffs, lowered valuations, competitor out-maneuvering, and one of the longest downtimes I’ve ever seen in a consumer site, it’s pretty hard to imagine them fully recovering from this to the grandeur that they used to be. For better or for worse, online forums have been watching, and in some cases even cheering, it’s demise. I’m sure seeing that the support of your local community that once championed you has reversed polarity can only worsen the decrease in morale they’ve been experiencing in the past few months.
I want to thank LivingSocial.
So, LivingSocial, thank you.
And if anyone at LivingSocial (esp. dev/UX/design/sales) is looking for their next opportunity, Contactually would be happy to have you. Email me.