Organizational culture is not about perks or ping-pong tables. It is the answer to the question: what behavior gets rewarded and what behavior gets punished when no one is watching?
His marketing team built a fully functional e-commerce swag store with Stripe integration in days. His sales team built their own CRM tools. His recruiting team automated their entire workflow. And it's all tracked, measured, and celebrated through an internal platform called Automators.
Less than a year later, the administration's sneering dismissal of safety concerns has transformed into something that resembles a mild panic.
2mo ago
The best thing a company can do is to be a wonderful place to work and to create products and services that genuinely improve people's lives. Most companies optimize for the wrong thing—they optimize for quarterly earnings instead of for the long-term health of the business and the satisfaction of their customers.
Mario shares how he uses real-time data and second-derivative thinking to make decisions, how he hires and develops A players (and the gut test that tells you who isn't one), how he runs meetings that surface the best thinking from the most junior person in the room, and why ego, complacency, and small goals quietly cap everything.
3mo ago
The difference between a business and a cult is that a business creates value for people who are not going to work there. A cult is just a business where you worship the CEO.
After two decades of working inside companies like Google, Facebook, and the Chan Zuckerberg Initiative, and supporting leaders at companies like Stripe, Anthropic, OpenAI, Microsoft, and Gamma, I've come to believe that blaming people for problems that are actually structural is one of the biggest leadership traps there is.
4mo ago
Underscored — save the words that stop you in your tracks.
