Company Culture and Current Events

Our organization hosts a monthly book club. Held in the evenings, these sessions consistently see full team participation, reflecting a genuine enthusiasm for reading and discussion.

Consequently, it wasn't entirely unexpected that a team member informed us, just prior to our April 20th meeting, of his inability to attend.

A Moment of National Tension

Residing in Minnesota, he explained that the impending announcement of the Derek Chauvin trial verdict was creating a highly charged atmosphere. He proactively alerted the team via Slack, stating his need to step away due to the difficulty in maintaining focus.

The notification received a few acknowledging emojis, and the book club proceeded as planned.

Reflection and Growth

Several days later, during a discussion with our executive leadership, the book club incident was brought up by multiple individuals. A sense of uncertainty arose regarding our response.

Was cancellation warranted? Should we have explicitly reminded everyone of their right to utilize personal time? No definitive answer emerged, but the situation prompted valuable introspection, particularly given our team’s rapid expansion and continued remote work model.

The Blurring Lines Between Work and Life

The past year has presented numerous instances where significant global events intersected with our work lives, entering our collective awareness.

These moments underscored the increasingly permeable boundary between professional and personal spheres. Organizations are now actively considering how, or even if, they should address such events with their employees.

Differing Approaches to Inclusion

The prevailing viewpoint among many companies is that fostering an inclusive environment necessitates acknowledging and providing space for external events. However, a contrasting perspective argues for maintaining a separation between corporate entities and “politics” – a term often open to interpretation.

Lessons from a Different Environment

I’ve encountered the “focus on your work” philosophy during my time in the Army. Regarding contentious issues, a common sentiment among service members was, “If your opinion was needed, you’d have been issued one.” (Though opinions were still freely expressed, unofficially.)

A Connected Perspective

However, this approach doesn’t align with my beliefs regarding company development. I firmly believe that our professional identities and the events unfolding in the world are intrinsically linked.

While navigating these complexities isn’t straightforward, this recent experience helped our team solidify several key learnings.

Ultimately, acknowledging the human element within our teams is crucial for building a resilient and empathetic company culture.

Creating Space for Personal Needs During Difficult Times

I recently listened to an episode of “The Daily” podcast concerning the tragic murder of Vanessa Guillen, an Army soldier subjected to sexual harassment during her service. The account of her mother’s grief, detailing the Army’s perceived failures, was profoundly moving.

Hearing this story evoked personal memories and prompted a period of reflection and writing. Consequently, I adjusted my schedule and delayed the start of my workday until I felt prepared.

It is my belief that organizations should refrain from prescribing acceptable reasons for needing personal time. Instead, companies should prioritize hiring capable and driven individuals and provide a supportive structure that empowers them to make sound judgments.

A Framework of Freedom and Responsibility

Our operational framework at Ethena, continually evolving as we build our culture, draws significant inspiration from Netflix’s principles. Specifically, we embrace the interconnected ideas of freedom and responsibility.

Ethena employees are granted the autonomy to take time off for any reason, without the requirement of providing explanations to their managers. This freedom is balanced by the expectation that they fulfill their professional obligations effectively.

For instance, if an employee anticipates missing a meeting, it is their responsibility to arrange for adequate coverage. This approach fosters a sense of ownership and accountability within the team.

Key Principles of Our Approach

• Employees have the freedom to manage their time.
• No justification is needed for taking time off.
• Employees are responsible for their work and commitments.
• Proactive coverage is expected for absences.

This system allows individuals to address personal matters, including those stemming from external events like political or social issues, without fear of repercussions. It acknowledges that life happens and supports employees in navigating challenging circumstances.

The Importance of Heeding Team Concerns

Despite the prevalent narrative surrounding founders, both CTO Anne Solmssen and I maintain a different perspective. We operate under the conviction that multiple truths can coexist: that we possess the intelligence, motivation, and adaptability characteristic of successful founders, and that our organization is strengthened by the contributions of our team.

Our hiring strategy centers on recruiting individuals who are exceptionally capable, specifically to enhance the overall performance of the company. We actively seek out talent that will challenge and improve our existing processes.

Regular feedback sessions are conducted weekly between employees and their managers, with communication flowing in both directions. This ensures that managers also receive input from their team members.

Feedback Fridays often serve as the initial platform for raising concerns. These structured opportunities for open communication are particularly valuable for remote teams.

Without these channels, there's a risk of becoming isolated and misinterpreting the actual state of affairs. Establishing a culture of feedback early on is crucial, as integrating it later proves significantly more challenging.

A vital, yet frequently overlooked, aspect of responding to employee feedback is transparency regarding the decision-making process. We, as founders, actively solicit dissenting opinions and constructive criticism, recognizing their role in our growth.

However, attentive listening should not be confused with a purely democratic approach. While I value input from all stakeholders as CEO, ultimate decision-making authority rests with me.

My aim is to ensure that all decisions are well-informed and reflect a broad range of perspectives, rather than operating in isolation.

Prioritizing People Operations from the Outset

A lack of a dedicated people operations leader contributed to challenges with event attendance, such as our recent company book club. Currently, our team comprises approximately 20 employees and is experiencing significant growth. We recognize the vital importance of a people ops function and are actively seeking to fill this role to prevent ongoing oversights.

While founders are naturally involved in shaping company culture, people operations is a specialized discipline demanding specific expertise. Seasoned people ops professionals possess a wealth of experience in addressing intricate workplace matters. (Note: We currently have several open positions, including a people ops role; individuals passionate about a culture-focused organization are encouraged to apply.)

The goal is to cultivate a highly effective team environment where individuals feel comfortable being authentic and can readily take necessary breaks. Mistakes are inevitable during this process, but valuable insights are gained by actively soliciting feedback from our talented team members.

Listening attentively to this feedback and intentionally shaping our company culture are paramount to our success.