A Happy Job Launch

Today my co-founder and I are launching the product we’ve been working on for months. It’s an odd time to launch anything but we’re proud of what we’ve built and we hope that our product can also help some people who were laid off recently.

A Happy Job is a team-based and culture-centric recruiting platform. We help job-seekers — engineers at first — find teams that are actively hiring and fit their preferences. Search by product type, tech stack, team set-up, culture, values, working styles or perks.

If you’d like to learn more, keep reading.

Continue reading

Favorite Books of 2018 (and early 2019)

Here are some books I’ve enjoyed more than others in the last 14 months or so. I’ve included some notable quotes but not all are equally representative of the book contents.

Enlightenment Now by Steven Pinker

“What is progress? You might think that the question is so subjective and culturally relative as to be forever unanswerable. In fact, it’s one of the easier questions to answer. Most people agree that life is better than death. Health is better than sickness. Sustenance is better than hunger. Abundance is better than poverty. Peace is better than war. Safety is better than danger. Freedom is better than tyranny. Equal rights are better than bigotry and discrimination. Literacy is better than illiteracy. Knowledge is better than ignorance. Intelligence is better than dull-wittedness. Happiness is better than misery. Opportunities to enjoy family, friends, culture, and nature are better than drudgery and monotony. All these things can be measured. If they have increased over time, that is progress.”

21 Lessons for the 21st Century by Yuval Harari

“Homo sapiens is just not built for satisfaction. Human happiness depends less on objective condition and more on our own expectations. Expectations, however, tend to adapt to conditions, including to the condition of other people. When things improve, expectations balloon, and consequently even dramatic improvement in conditions might leave us as dissatisfied as before.”

Culture Code by Daniel Coyle

“Give a good idea to a mediocre team, and they’ll find a way to screw it up. Give a mediocre idea to a good team, and they’ll find a way to make it better. The goal needs to be to get the team right, get them moving in the right direction, and get them to see where they are making mistakes and where they are succeeding.”

Continue reading

How to Hire a CMO or VP/Head of Marketing

So, you’re a founder and a CEO with no or little experience in marketing who needs to hire a CMO, VP or Head of Marketing.

You know you want to grow revenue fast but you might be skeptical about marketing. How can you ensure that whoever you bring on board is going to help you build a rocket ship?

As with any key hire, the impact on the company success is hard to overstate. An “A” player will help the company achieve and exceed its goals. An “A player” will also build and continually develop a team of “A+” players. They, in turn, will help you fill key marketing leadership roles from inside.

A lot of smart and experienced people tried addressing this topic. I think I can bring unique perspective coming from marketing myself.

Continue reading

HBR on Corporate Culture Design

I had a chance to work for companies with very different corporate cultures. In my experience culture does not just happen. Instead, it should be deliberately designed and reinforced. So I found this Harvard Business Review article relevant and insightful:

Think carefully about each of these four elements:

  • Incentives are a basic element of doing good work. People should be paid fairly and competitively for their roles, and increases in compensation should be a predictable process. In addition to pay, the culture should work to reward results generated versus hours worked. Employees shouldn’t feel anxious about how visible they are in the office or on projects, and strict timekeeping can create a sense of mistrust between teams and management. Lastly, and this is something we care about a lot, good failure should not result in career suicide.
  • Context and rules will determine what rituals and processes allow people to do great work. If initiative is punished instead of rewarded, people will feel less compelled to push new ideas internally. The ability to make quick judgment calls and move decisions forward will outpace any lengthy or cumbersome internal approvals process. The same goes for autonomy and flexibility—do you trust your teams to lead while you get out of the way? Are teams allowed to participate in flexible work options that encourage their productivity? Your teams need the right tools and resources to do their job—are they spending more time fighting for what they need? If access to those resources is limited, individuals will be less inclined to take part in initiatives with so many blockers in front of them.
  • People are the core of a great organization and the processes and systems you use to hire, promote, and reward them can be both enablers and blockers. Bob Sutton’s famous “no asshole rule” is an important factor when hiring people for your company, especially if they’re “star performers”. Sutton believes that star performers who are demeaning can wreak havoc on organizations. You just can’t compromise your business on people like that.
  • Leadership has to play a role in the culture if the whole organization is to transform. And leading by example is a pivotal component of management enablers (and blockers: leadership can lead by poor example as well, of course). If leadership exhibits the behaviors expected of teams and individuals, then people in the organization will follow suit.

“How Google Works” by Eric Schmidt notes

How Google Works” by Eric Schmidt, despite being quite self-congratulatory and maybe even prone to confirmation bias, is full of inspirational ideas and bids of practical wisdom to learn from. I took a few (ok, quite a few) notes on smart creatives, decision making, hiring, innovation, strategy, career, management and even managing email.

On smart creatives:

“And who, exactly, is this smart creative? A smart creative has deep technical knowledge in how to use the tools of her trade and plenty of hands-on experience. In our industry, that means she is most likely a computer scientist, or at least understands the tenets and structure of the systems behind the magic you see on your screens every day. But in other industries she may be a doctor, designer, scientist, filmmaker, engineer, chef, or mathematician. She is an expert in doing. She doesn’t just design concepts, she builds prototypes. She is analytically smart. She is comfortable with data and can use it to make decisions. She also understands its fallacies and is wary of endless analysis. Let data decide, she believes, but don’t let it take over.

She is business smart. She sees a direct line from technical expertise to product excellence to business success, and understands the value of all three. She is competitive smart. Her stock-in-trade starts with innovation, but it also includes a lot of work. She is driven to be great, and that doesn’t happen 9-to-5. She is user smart. No matter the industry, she understands her “get it right the next time around. She is self-directed creative. She doesn’t wait to be told what to do and sometimes ignores direction if she doesn’t agree with it. She takes action based on her own initiative, which is considerable.

She is open creative. She freely collaborates, and judges ideas and analyses on their merits and not their provenance. If she were into needlepoint, she would sew a pillow that said, “If I give you a penny, then you’re a penny richer and I’m a penny poorer, but if I give you an idea, then you will have a new idea but I’ll have it too.” Then she would figure out a way to make the pillow fly around the room and shoot lasers.

She is thorough creative. She is always on and can recite the details, not because she studies and memorizes, but because she knows them. They are her details. She is communicative creative. She is funny and expresses herself with flair and even charisma, either one-to-one or one-to-many.”

 

HIPPOs:

“Hippopotamuses are among the deadliest animals, faster than you think and capable of crushing (or biting in half) any enemy in their path. Hippos are dangerous in companies too, where they take the form of the Highest-Paid Person’s Opinion. When it comes to the quality of decision-making, pay level is intrinsically irrelevant and experience is valuable only if it is used to frame a winning argument. Unfortunately, in most companies experience is the winning argument. We call these places “tenurocracies,” because power derives from tenure, not merit. It reminds us of our favorite quote from Jim Barksdale, erstwhile CEO of Netscape: “If we have data, let’s look at data. If all we have are opinions, let’s go with mine.”

When you stop listening to the hippos, you start creating a meritocracy, which our colleague Shona Brown concisely describes as a place where “it is the quality of the idea that matters, not who suggests it.” Sounds easy, but of course it isn’t. Creating a meritocracy requires equal participation by both the hippo, who could rule the day by fiat, and the brave smart creative, who risks getting trampled as she stands up for quality and merit.”

 

On technical insights as a driver of innovation:

“Bet on technical insights, not market research. Product leaders create product plans, but those product plans often (usually!) lack the most important component: What is the technical insight upon which those new features, products, or platforms will be built? A technical insight is a new way of applying technology or design that either drives down the cost or increases the functions and usability of the product by a significant factor. The result is something that is better than the competition in a fundamental way. The improvement is often obvious; it doesn’t take a lot of marketing for customers to figure out that this product is different from everything else.

For example, at that time Google was experimenting in applying some of our expertise from online advertising to other advertising markets, including print, radio, and TV. These were clever efforts, supported by smart people, but they lacked that fundamental technical insight that would shift the cost-performance curve non-incrementally and provide significant differentiation. All three ultimately failed. And when we look back at other Google products that didn’t make it (iGoogle, Desktop, Notebook, Sidewiki, Knol, Health, even the popular Reader), they all either lacked underlying technical insights from the outset, or the insights upon which they were based became dated as the Internet evolved.”

Continue reading

How to Start a Startup Stanford class materials

Free, open to everyone and highly educational Stanford class “How to Start a Startup” has just ended. But all the materials, including talks by star speakers, such as Paul Graham, Peter Thiel, Ben Horowitz, Sam Altman, Brian Chesky and others are going to be available online. For quick reference, here is the complete collection of all course materials:

Lectures

Date Speaker Topic
9/23/14 Sam Altman, President, Y Combinator
Dustin Moskovitz, Cofounder, Facebook, Cofounder, Asana, Cofounder, Good Ventures
Welcome, and Ideas, Products, Teams and Execution Part I
Why to Start a Startup
9/25/14 Sam Altman, President, Y Combinator Ideas, Products, Teams and Execution Part II
9/30/14 Paul Graham, Founder, Y Combinator Before the Startup
10/2/14 Adora Cheung, Founder, Homejoy Building Product, Talking to Users, and Growing
10/7/14 Peter Thiel, Founder, Paypal, Founder, Palantir, and Founder, Founders Fund Competition is For Losers

Continue reading

Good vs Bad PM by Ben Horowitz

There was a mention in the “The Hard Thing About Hard Things” of “Good Product Manager – Bad Product Manager” document written by Ben Horowitz himself during his tenure as Opsware CEO. So I’ve decided to look it up. In my experience as a brand manager in consumer goods companies, characteristics and behaviors that make a good PM in tech are very consistent with those that make a good brand manager in CPG or even a general manager in general.

Here is the full version found on khoslaventures.com worth looking at:

Continue reading

Venture Lab: free Stanford University online courses

I devoted some of my time to self-education in September-December using the opportunity provided by Stanford University Venture Lab‘s online courses. In this post I would like to briefly describe my impressions and share some useful materials from the courses. Venture Lab courses are somewhat different from other online courses in that they take place during a specific time with specific deadlines, and you need to enroll in order to participate.

I tried three courses: Technology Entrepreneurship, Crash Course on Creativity, and Finance. As they are very different, I will tell you about each one separately.

Technology Entrepreneurship

This is probably the best one. Although, there are multiple opinions on whether entrepreneurship can be taught, there are a lot of useful materials.

Lectures certainly vary in content. Some are quite theoretic and contain, for instance, large charts showing, how probability of team’s success depends on the number of members or on their background. Others are more about anecdotal. There was, for example, a story about history of skateboarding culture. I didn’t know that it originated from dry Californian summer during which many Californian pools were empty and people started using them to ride inside instead of swimming.
Aside from theory, there is also a team work that is highly encouraged and is in fact an integral part of learning process. Working in teams you are supposed to do market research, create and test the business model. Participants are very diverse. There are people from Pakistan, Belarus, Serbia, Russia, Canada and many other countries. You can pick any of already existing teams (hundreds of them) or create your own and invite other students to join.

If it is too late for you to participate, you might still benefit from these materials:

I think it takes about an hour a week or so to keep up with the lectures. But if you want to do more, for example communicate on forum, read recommended books, and actually try to apply ideas to some project, it will take longer, of course.

By the way, if you are interested in this topic, I highly recommend you these recent notes from Peter Thiel’s lectures. They also happen to be in Stanford. Computer Science dep. It will save another hundred thousand dollars. 😉

Continue reading