Britt Gage

Treat your company culture like a product, where your employees are the customers. Rather than preserving the established culture, founders should iterate on cultural principles and values to meet the evolving needs of a growing team. Document, iterate, and clarify cultural elements to reflect past, present, and future aspirations.

And maybe that’s part of the problem, trying to be legible to everyone. The tug of war of wanting to water things down for mass adoption versus building something I want for myself and trusting the others will come.

To actually engage in deep work, they not only have to create the time on their calendar, but also have to experience the anxiety and uncertainty that comes with being offline. Getting more precision around what you find aversive is the first step in learning more effective ways to deal with the emotions that come up.

The problem with the argument that it’s stupid to look for meaning in work—a form of false consciousness to find purpose in your job—and rare to love what you do is that it’s wrong. All sorts of people doing all kinds of work like the companionship they find in the workplace, the chance to get out of the house, the feeling of doing something, the... See more

If 0 to 1 is about product-market fit, -1 to 0 is about founder-market fit. Figure out what you want to build and why you are the right person to build it before you start.

If you have time to consume, you have time to create.

Earn people’s trust, again and again

In a world of factory farmed unicorns that boom, bust, and let their customers down in the process, we have to show that we are committed to sustainability and longevity.

I started this company in one of the recessions and had seen suppliers and customers go to the wall in droves. To me, getting more customers and more orders meant safety and security.

To the people who worked for me, growth meant change.