I had lunch with Thomas from our production engineering team today. During our chat, we talked about the future of the company’s organizational structure and plans to split into feature-focused teams after a big launch we have planned for 2013. Thomas noted that in his previous role with Amazon, teams were judged directly against metrics for the features on which…
As a CEO, many of the scariest days I’ve faced have been those when a critical member of our team told us they were leaving the company. Your heart sinks. Your mind races. Your pulse pounds. Everything else fades into the background. On startup teams of 5-50 people, a team member lost is almost always a single point of failure…
This past week, I read a terrific Quora thread on firing. The depth and breadth of answers shows the wide range of opinions and practices on the subject, and it made me think about the topic for this blog. Companies are rarely transparent about how and why they let people go, so hopefully we can be an exception here, at…
The NYTimes Bits Blog has a worthwhile read from last week entitled “What Do You Do With the Brilliant Jerks?” I’d encourage startup founders and team members to take 8 minutes and read it thoroughly.
On its face, the article didn’t strike me as especially controversial, but the comments(and some of the responses on social media) tell a different story.…
It’s struck me of late that many smart companies with reputations for giving tough interviews are weirdly anti-strategic in their approach to interview questions. Chatting with folks from across our organization (and a few others) who’ve done their fair share of interviewing with Google, Amazon, Boeing, the US State Department, Twitter, Facebook, etc. I’m struck by what seems like a…
The resiliency of the human mind is an absolutely astounding phenomenon. Evolution has given us the power to suffer massive, lifelong injuries, lose the things most precious to us in the world, have our hopes & dreams dashed, move from environments or geographies we say we love to others we find detestable and, over time, achieve the same happiness levels…
A tremendous amount gets written about technical debt (definition) in the startup ecosystem. As you scale your product and engineering, you inevitably make sacrifices for the sake of speed that lead to pain down the road. What startups (and people who interact with them) don’t often realize is that this same problem happens across nearly every team and every form…
If things go well at your startup, there will inevitably be a point where the business is growing ahead of the team’s abilities. Engineers will find themselves facing architectural, scaling, and complexity issues they’ve never dealt with before. Marketers will discover their historical strengths dwarfed by the quantity and complexity of different customer acquisition channels and the huge challenges of…
We’re doing performance reviews at SEOmoz right now. It’s tough, because on the one hand, I agree with a lot of the general criticism of traditional reviews and I’ve seen plenty of data to suggest that classic reviews can have negatives that outweigh their value. Some good reading on that here: 1, 2, 3, and 4.
On the other side,…
For the last 5 years, SEOmoz has lived by a set of core values collectively referred to as TAGFEE. The acronym represents the values we hold to be more important than any particular business goal (such as revenue, growth, margins, etc). And, though we believe that these values will help us be more successful in achieving those business-minded goals, we…
