Business Ops October 16, 2020

Chief Positivity Officer

John Saddington @8bit

Hey friend,

It’s been a rough week… I won’t even lie. For instance… I had some (melo)dramatic ideas like nuking the entire company and firing everybody.

You know, shit like that.

But, that’s the really-real (as I like to say) — I want to be able to at least verbalize what I’m thinking and let my team know these things so they can understand the full-weight and gravity of the decisions that we must make from the very bottom of the food chain.

Yes, as you and I know very well already, being the CEO means you’re everybody else’s workhorse — we’re the men and women who’s entire job is to serve the folks that say “Yes” to the job and to create an environment that’s healthy, safe, and positive.

Yes, stay positive. Your and my title is actually “Chief Positivity Officer”; I’m not actually kidding here either. You see, if we can’t stay positive then how can we ask that of our staff and team?

It’s not the “blissfully-ignorant” type of happiness and positivity; it’s actually about leveraging hope and weaponizing it into action. Simply-put, we just do better work when we work with other, positive people.

Oh, and did you know that entrepreneurs who appear more friendly and happy are statistically more likely to raise funding? A recent Yale study analyzed the data and the takeaway is “obvious” for entrepreneurs:

For entrepreneurs, the implications of these findings are obvious: remain as upbeat as possible in pitch meetings.

Naturally, you still need a kickass product and an even more kickass team, but, you know… facts. Besides, mean people fail.

To infinity & community,

— john

[Originally published via my personal newsletter to my other founder friends / ceos.)

  1. 2

    Is it a personal down thing or are the people you work with don't embody a culture you can jive with? maybe you need to switch some people or how you work with them, set the tones for stuff you'd be happy being around with and stay in a good mood.. it's not only about producing work, personality matters, and you also teach people how to treat you and work/communicate with you..

    1. 1

      well, that's the thing.

      it takes time to learn what works and what doesn't... and the first few weeks / months of employing a new team member is a super-critical time (obviously).

      so, sometimes, this works out. sometimes, it doesn't. keep going.

      1. 2

        Do you have any frame of reference that helps to understand how different people function and how best to manage them. It's kinda easy when all employees are the sort of people we love to engage with but when they are not then what do we do - treat them all the same or adapt to the kind of person they are and their needs.

        1. 1

          i try to align around our operating virtues, which we share publicly. if we don't align around those, then, success is impossible.

          otherwise, giving folks the time they need to onboard effectively is important. consistent one-on-ones is another thing that i do that is paramount to our success.

          simple things, mostly.

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