We must make our corporate culture clear and understandable to the talent

Because there is a talent – a cool developer, a baker, or a seamstress. And there are five organizations that are competing for that talent to work for them. 

An employee comes to one of them, but they can’t explain where the company is going, why and why. And the organization that will win is the one that says, “Here is our mission and principles. We have such expectations from you. We want to achieve so-and-so, and we have such-and-such goals. If you want to set your own goals within those goals, we’ll be glad to help you.

We have to keep working on our organization and our culture. Just like we work on our products. Because an organization is a platform for people. Especially now that more and more people are working online. It’s easier for people to switch employers now, and they don’t have to be tied to a place on the map. It’s already a lot easier to get us hired. 

If I say in the Clubhouse room, “My mission is to make the world conscious. Whoever is interested, message me on Instagram, let’s do it together,” I’m sure someone will message me. 

Companies like Google, Facebook, Morning Star, and many others are clear to their employees and customers because they have articulated their “why we do it.” 

This is not esoteric or holocracy at all. It is simply “understandability” for people and a fair platform where employees can develop themselves. They come into the company and they know that the organization takes responsibility for them to develop, as long as they fit the principles, of course. 

And that’s exactly the fundamental story that I discovered while studying Silicon Valley culture for four years. I studied all the patterns in general. I talked to venture capitalists who run billions of dollars, I talked to the top people at Google, Facebook, and I talked to startups who came to the Valley and built their startups from the ground up. 

There was the same pattern everywhere: all the founders had some global idea, within which a team was assembled under certain principles. They attracted money from venture investors, and then various other processes were launched, which help to translate the mission, principles, and goals of the organization. 

For example, I talked to Tim Reiter. He was an art director at Brex, a startup that had recently become a billion-dollar company. He was saying that guys in their 20s and 22s were given tens of millions of dollars, and now the company is worth a billion. And they’re only 20 years old. 

In Silicon Valley, they immediately hire coaches and build a culture, formulate principles, goals, mission, based on what the founders of the company are broadcasting and what kind of people they want to see in their team. 

Then the right people get together under this culture and they start tearing up the market. Here’s how it works.