How much do I want to read more? 6/10
It's all about business culture. Not really the topic on top of my head when I first read the title.
The angle is interesting, eventhough I don't run a business myself.
I'm just not that excited about this book compared to others.
Introduction: What You Do Is Who You Are
“Pay attention to your culture. Culture is the most important thing.”
Is culture dogs at work and yoga in the break room? No, those are perks. Is it your corporate values? No, those are aspirations. Is it the personality and priorities of the CEO? That helps shape the culture, but it is far from the thing itself.
I focused all my energy on “leading by example.” To my bewilderment and horror, that method did not scale as the company grew and diversified. Our culture became a hodgepodge of different cultures fostered under different managers, and most of these cultures were unintentional. Some managers were screamers who intimidated their people, others neglected to give any feedback, some didn’t bother returning emails—it was a big mess.
your culture is how your company makes decisions when you’re not there. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake.
The culture that works for Apple would never work for Amazon.
if you see something below standard and do nothing, then you’ve set a new standard. This is also true of culture—if you see something off-culture and ignore it, you’ve created a new culture.
Culture Is the Strong Force
obviously good ideas are not truly innovative, and truly innovative ideas often look like very bad ideas when they’re introduced.
Western Union famously passed on the opportunity to buy Alexander Graham Bell’s patents and technology for the telephone.
Wikipedia was considered a joke when it started. How could something written by a crowd replace the work of the world’s top scholars? Today it is so much more comprehensive than anything that came before it that it’s widely considered the only encyclopedia.
What Makes a Culture Work?
in this book: techniques to make your own culture do what you want it to.
Creating a culture is more complex than just trying to get your people to behave the way you want them to when no one is looking. Remember that your employees are far from uniform. They come from different countries, races, genders, backgrounds, even eras.
To get them to be who you want, you will first need to see them for who they are.
Culture is to a company as nutrition and training are to an aspiring professional athlete. If the athlete is talented enough, he’ll succeed despite relatively poor nutrition and a below-average training regimen. If he lacks talent, perfect nutrition and relentless training will not qualify him for the Olympics. But great nutrition and training make every athlete better.
People will never forget how it felt to work there, or the kind of people they became as a result.
Who you are is not the values you list on the wall. It’s not what you say at an all-hands. It’s not your marketing campaign. It’s not even what you believe.
It’s what you do. What you do is who you are. This book aims to help you do the things you need to do so you can be who you want to be.