I'm writing a book on this subject currently named, "How to Make Your Company Suck Less". The short answer to your question is that culture is always evolving. Ultimately, it is a result of who you hire and how you shape it. Shaping it takes a lot of time, as does hiring (we are really careful/thorough here).

I personally spend around 10-15% of my time each quarter on cultural activities – whether that's meeting with the executive team to discuss how to evolve it, taking new hires out to eat lunch and get to know them, presenting at our quarterly All-Hands at the Alamo Draft House, celebrating a milestone by the gong, or coaching our executive team in their quarterly performance review (as well as intensely reading the management feedback survey on myself, filled out by the executives that report to me as well as any of the team members that don't).

The most important practice that we developed as an executive team within our first year of business is making the time to shape culture. Every quarter, our executive team meets to discuss strategy in a two-day off-site. Around 20% of that meeting has been dedicated to discussing culture. The "ah-ha" moments have come out of those discussions, including our controversial vacation policy (we trust the team to use what they need, and there is no accrual).

Thanks for the great question,
Brett

I'm writing a book on this subject currently named, "How to Make Your Company Suck Less". The short answer to your question is that culture is always evolving. Ultimately, it is a result of who you hire and how you shape it. Shaping it takes a lot of time, as does hiring (we are really careful/thorough here).

I personally spend around 10-15% of my time each quarter on cultural activities – whether that's meeting with the executive team to discuss how to evolve it, taking new hires out to eat lunch and get to know them, presenting at our quarterly All-Hands at the Alamo Draft House, celebrating a milestone by the gong, or coaching our executive team in their quarterly performance review (as well as intensely reading the management feedback survey on myself, filled out by the executives that report to me as well as any of the team members that don't).

The most important practice that we developed as an executive team within our first year of business is making the time to shape culture. Every quarter, our executive team meets to discuss strategy in a two-day off-site. Around 20% of that meeting has been dedicated to discussing culture. The "ah-ha" moments have come out of those discussions, including our controversial vacation policy (we trust the team to use what they need, and there is no accrual).

Thanks for the great question,
Brett

I'm writing a book on this subject currently named, "How to Make Your Company Suck Less". The short answer to your question is that culture is always evolving. Ultimately, it is a result of who you hire and how you shape it. Shaping it takes a lot of time, as does hiring (we are really careful/thorough here).

I personally spend around 10-15% of my time each quarter on cultural activities – whether that's meeting with the executive team to discuss how to evolve it, taking new hires out to eat lunch and get to know them, presenting at our quarterly All-Hands at the Alamo Draft House, celebrating a milestone by the gong, or coaching our executive team in their quarterly performance review (as well as intensely reading the management feedback survey on myself, filled out by the executives that report to me as well as any of the team members that don't).

The most important practice that we developed as an executive team within our first year of business is making the time to shape culture. Every quarter, our executive team meets to discuss strategy in a two-day off-site. Around 20% of that meeting has been dedicated to discussing culture. The "ah-ha" moments have come out of those discussions, including our controversial vacation policy (we trust the team to use what they need, and there is no accrual).

Thanks for the great question,
Brett

Tweeting is good for having many "surface-level" conversations simultaneously. The random interactions lead to business opportunities, including new jobs (or candidates), clients, and partners. It is like a huge cocktail party (read http://budurl.com/jwtweet).

Reading books is making a real investment in yourself. There is nothing like an author taking the time, researching past work, and putting it all down in writing for you. You are literally leveraging the wisdom of the ages, "standing on the shoulders of giants".

No matter how busy I get, I take the time to invest in myself and read. It is incredibly important to my evolution as a leader, which directly impacts Bazaarvoice.

Take the time, even if that means taking vacation to do it.

Best,
Brett

Tweeting is good for having many "surface-level" conversations simultaneously. The random interactions lead to business opportunities, including new jobs (or candidates), clients, and partners. It is like a huge cocktail party (read http://budurl.com/jwtweet).

Reading books is making a real investment in yourself. There is nothing like an author taking the time, researching past work, and putting it all down in writing for you. You are literally leveraging the wisdom of the ages, "standing on the shoulders of giants".

No matter how busy I get, I take the time to invest in myself and read. It is incredibly important to my evolution as a leader, which directly impacts Bazaarvoice.

Take the time, even if that means taking vacation to do it.

Best,
Brett

Tweeting is good for having many "surface-level" conversations simultaneously. The random interactions lead to business opportunities, including new jobs (or candidates), clients, and partners. It is like a huge cocktail party (read http://budurl.com/jwtweet).

Reading books is making a real investment in yourself. There is nothing like an author taking the time, researching past work, and putting it all down in writing for you. You are literally leveraging the wisdom of the ages, "standing on the shoulders of giants".

No matter how busy I get, I take the time to invest in myself and read. It is incredibly important to my evolution as a leader, which directly impacts Bazaarvoice.

Take the time, even if that means taking vacation to do it.

Best,
Brett

It was my honor to present at Wharton, and I look forward to doing so again in November (I believe the Tech Club is arranging something with my assistant).