字幕表 動画を再生する 英語字幕をプリント Part two of Culture and Team, and we have Ben Silverman, the founder of Pinterest, and John and Patrick Collison, the founders of Stripe. Founders that have obviously sort of, some of the best in the world at thinking about culture and how they build teams. So, there's three areas that we're gonna cover today. One will just be sort of general thoughts on culture as a follow up to the last lecture. And then we're really gonna dig into what happens at the founding of these companies. And building out the early team. And then how that changes and evolves as these guys have scaled their companies up to 100 plus. I don't even know how many people you have now, but quite a lot. Very large organizations and how you adapt these principles of culture. But to start off I just wanna ask a very open-ended question which is, what are the core pieces of culture that you found to be most important in building out your companies? >> So what are the most important parts? >> It's on. >> Oh, it's on. Yeah I mean I think for us, like we think about on a few dimensions. One is like who do we hire, and what do those people value? Two is what do we do every day, like why do we do it? Three is what do we choose to communicate? And then I think the fourth is what we choose to celebrate. I guess the converse of that is like what you choose to punish. But in general I think running a company based on what you celebrate, is more exciting than what you punish. But I think those four things kind of make up the bulk of it for us. >> We've placed a large emphasis on, as Stripe has grown and probably more than other companies is, transparency internally. And I think it's been something that's been really valuable for Stripe, and also a little bit misunderstood. All the things people talk about like hiring really great people, or giving them a huge amount of leverage. Transparency for us plays into that. We think that, if you are aligned at a high level about what Stripe is doing, if everyone really believes in the mission, and then if everyone has really good access to information, and kind of has a good picture of the current state of Stripe. Then that gets you a huge amount of the way there in terms of working productively together. And it kind of forgives a lot of the other things that tend to break as you, as you grow a start-up. As we've grown, we started off two people. We're now over 170 people. We've put a lot of thought into the tooling that goes around transparency, because at 170 people, there is so much information being produced, that you can't just consume it all as a fire hose. And so how we use slack, how we use email, things like that. We can go into it more later. But I think that's one of the core things that's helped us work well. >> I think culture to some degree is basically kind of the resolution to a bandwidth problem. In the sense that, maybe when you start out working on something, you're sort of coding all the time, but you can't code all the things that you think the product might need, or the company might need, or whatever, and you so you decide to work with more coders, right? And so the organization gets larger. And maybe, in some idealized world, I don't think this actually true, but kind of ideally you could be involved in every single decision, and every single sort of moment of the company, and everything that happens, but obviously you can't, or maybe you can if two people. But you certainly can't at even like five or ten kind of that point comes very quickly, then by the time you're 50 it's completely hopeless. And so culture is kind of how you kind of, what the strands are that you sort of want to have, the invariance that you want to kind of maintain, as you can get specifically involved in sort of fewer and fewer decisions over time. And I think when you think about it that way it, maybe its kind of importance becomes sort of self evident, right? Because again, like the fraction of things you can be involved in directly is diminishing, I mean, almost exponentially, sort of assuming your head count growth sort of is on a curve that looks like one of the great companies. And yeah that's super important. And again, it manifests itself in a bunch of different ways. Like for example, in hiring, I think a large part of the reason why maybe the first ten people you hire, what kind of goes to ship, decisions are so important is because you're not just hiring those first ten people. You're actually kind of hiring 100 people. Because you should think of kind of each one of those people as bringing along sort of another ten people with them, and sort of figuring out exactly what 90 people, you would like those first ten people to bring along is obviously gonna be quite consequential for your company. But really briefly I think it's largely about sort of abstraction. >> So one thing that a lot of speakers in this class have touched on is how hiring those first ten employees, if you don't get that right, the company basically will never recover but no one has talked about how to do that so. What have the three of you looked for when you've hired these initial employees, to get the culture of the company right? How, how have you found them, and what have you looked for? >> Sure. So, I guess this answer is different for every company and I'll say for us it was very inductive. So I literally looked for people that I wanted to work with and that I thought were talented. I think, I've read all these books about culture, because when I don't know how to do something, I first go read things and everyone has all these frameworks. And I think one bit, big misconception that someone said once is that people think culture is like architecture when it's a lot more like gardening. You know, you plant some seeds and then you pull out weeds that aren't working, and they sort of expand. So, when we first hired people we hired people that were like ourselves. I often looked at like three or four different things that I really valued in people. You know, I looked for people that worked hard and seemed high integrity and low ego. I looked for people that were creative, and I usually meant that they were really curious. They had all these different interests. Some of our first employees are probably some of the quirkiest people I've ever met. They were engineers but they also have all these crazy hobbies. Like one guy made his own board game with this elaborate set of rules. Another guy was really into magic tricks. And he had coded not only like this magic trick on the iPhone, but he had shot the production video with a preview. And I think that, that quirkiness has actually been a little bit of a calling card. And we find that really creative, quirky people that are excited about many disciplines, and are extraordinary at one tend to build really great products. They tend to be great at collaborating. Then the last thing is, we really look for people that wanted to, they just wanted to build something great, and they weren't arrogant about it, but they just felt like, it'd be really cool to take a risk and build something bigger than themselves. And that, in the beginning, is very, very easy to select for if you're in our situation. We had this horrible office, like, nobody got paid. So there was no external reason, other than being excited about building something to join. In fact, there was every reason not to. And that's something, looking back, I really, really value, because we always knew people were joining for the purest reasons, and in fact, were willing to forgo other great job opportunities, market salary, a clean office, good equipment just for the chance to work. So, to this day I think a lot of those traits have been seeded and are embedded in the folks that we look at now. >> Yeah the first ten hires are really hard because you're making these first ten hires at a point where no one's heard of this company, no one really wants to work for it. You're just these, like two weird people working on this weird idea. >> And like their friends are telling them not to join. For our second employee, I think he'd accepted the offer or he was just about to, and his best friends took him out the night before, and it was like a full on assault for, why you should not join this company, why this is ruining your life basically. And so anyway the guy subsequently continued to join. And actually one of those friends also now works at Stripe. But this is what you're up against. >> Yeah. And I mean it's also hard because no batch of ten people will have as great an influence on the company as those first ten people. I think everyone's impression of recruiting is, you open LinkedIn. It's sort of like ordering off the dollar menu. It's, I want that one, that one, and that one. And, and now you have some hires. Whereas at least for us, it was very much over a very long time period, talking people we knew or friends of friends into joining. We didn't have huge networks, Pat and I were both in college at the time. So there were no people that we'd really worked with to draw on, and so a lot of those early Stripes were people we had heard of, friends of friends, and the other interesting thing they all had in common is that they were all early in their career, or undervalued in some way. Cuz when you think about it, if someone is a known spectacular quantity, then they're probably working in a job and very happy with that. And so we have to try and find people who were, in the case of our designer that we hired, he was 18 and in high school and in Sweden at the time. In the case of our, our CTO, he was in college at the time. You know, a lot of these people, they were early on in their careers and the only way we could, you can relax when constrained. You can relax the fact that they're talented or relax that it's apparent that they're talented, and we, not consciously, but we relaxed the latter. >> Yeah, I think finding kind of people who are, or just think like a value investor. You're looking for the human capital that's significantly devalued by the market, you know? You probably shouldn't look to hire your brilliant friends at Facebook and Google or whatever, because they're already discovered. You know, if they're wanting to join that's great, but they're probably harder to convince. John and I spent a little a while yesterday afternoon sort of trying to figure out in retrospect, what kind of traits our first ten or so people had in common that we thought were significant. And you know, in general sort of in speaking about culture, I sort of want to caveat everything we say with, I that sort of advice is very limited experience, widely over extrapolated. And I think there's a lot of truth to that.