I'm writing our company values.
Here's how I'm thinking about them:
1) The stronger our values, the faster we can move and onboard employees.
2) Instead of trying to appeal to everybody, we want to strongly appeal to the small percentage of people we want to attract.
Here's how I'm thinking about them:
1) The stronger our values, the faster we can move and onboard employees.
2) Instead of trying to appeal to everybody, we want to strongly appeal to the small percentage of people we want to attract.
We're always going to be a remote company, which has many downstream effects:
∙ We communicate more by writing and less by talking.
∙ Work is a never-ending personal design project.
∙ The freedom of working independently comes with an extra level of personal responsibility.
∙ We communicate more by writing and less by talking.
∙ Work is a never-ending personal design project.
∙ The freedom of working independently comes with an extra level of personal responsibility.
Our ability to make an impact is downstream of our ability to create leverage.
Though every project starts off as low leverage, we can make them high leverage over time.
By far, the most important element is the "Principle of Multiple Use."
Though every project starts off as low leverage, we can make them high leverage over time.
By far, the most important element is the "Principle of Multiple Use."
I wrote these values with @fortelabs because I share a team with him.
Everybody we hire will take his course and build their own "Second Brain."
Everybody we hire will take his course and build their own "Second Brain."
https://twitter.com/david_perell/status/1244090732832419841?s=20
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