Corporate Culture. It's Always Management

I recently had an enjoyable dinner with Tim Enwall, Founder and COO at Tendril Networks in Boulder, CO. Tim asked what I thought the requirements were for a successful corporate culture in an earlier stage company.

My first thoughts centered around a piece of advice I got from a great VP Sales when discussing why our company was struggling: "It's always management." With that as a basis, here is my list:

1. Ambition. Since it's not a job, it's an adventure. (Sometimes a stomach-churning 2:00 AM adventure).
   
2. Flexibility. What worked yesterday won't necessarily work tomorrow.
3. Self confidence. Not because confidence fuels ambition but because it facilitates listening.
4. Self awareness. An HBR article on authentic leadership clarified some thoughts I'd had on this topic. Self aware leaders, and cultures, are able to consciously shore up their weaker areas and thereby create the foundation for longer term growth.
   
5. Common sense. Well yeah, common sense is a an obvious requirement. But history, organizational issues, and personalities get in the way (see #'s 1-4 above).
   

For me, these can be distilled into the key to creating a successful culture in any rapidly changing company: One must foster the difficult balance of simultaneously holding two opposing ideas in mind. The team has to really believe that the future is going to be great and maintain a realistic view of the challenges facing the business.

Every early stage company has some drama and theater. Even successful companies encounter near-death experiences. Finding a balance between paranoia and complacency goes a long way toward getting past those times.

Novels and Meetings / Novel Meetings?

I recently discovered novelist Eliot Pattison and a series of mystery novels he authored which take place in Tibet. The books are both excellent page turners and thought provoking. (And currently infuriating, as a reminder of the Chinese invasion of Tibet). That aside, I was drawn to Pattison's description of Buddhist monks dealing with challenges and their focus on living in the present.

Originally, I found myself contemplating the importance of being present for my children, who are 5 and 7. Anyone with kids knows that it can be tough to stay focused in the midst of overburdened schedules and too many priorities.

The more I thought about it the more it seemed to me that the same principles should apply to work relationships. Great businesses are built by great teams--which require great communication and mutual respect. Picture a meeting with participants half focused, doodling, and sending email via BlackBerry's. If business is all about people than being present seems a good place to start.