How do you get the team to buy into your mindset?

A good example from Robert Sutton (Stanford) is Facebook. “Right when they start, new engineers are encouraged to make changes in the code that they could point out to their mother or father," Sutton says. That's the "move fast and break things" mindset in action. By expecting this behavior, Facebook leadership is able to scale the belief that everyone should be working fast and making an impact. 

But one mindset definitely doesn’t fit all.

Sutton also interviewed an executive at VMWare, and when he asked whether they move fast and break things, the answer was an emphatic “no.” “They build software for nuclear submarines. Everything has to be right,” Sutton explains. In this case, the devotion to precision was communicated as a common mindset that would help the company scale.

Was this article helpful?
0 out of 0 found this helpful

      This website and all posts and content are intended for educational purposes only and for no other purposes. This website does not and is not intended to provide legal, financial or tax related advice. Although we take great care to make sure that all of our information is accurate and useful for it intended educational purposes, if you have a specific issue for which you need actionable advice, please come to the Martin Trust Center in person to speak to one of our Entrepreneurs in Residence (EIR) or consult a licensed attorney or other professional. Despite the backgrounds and qualifications of our staff, mentors, lecturers, authors, EIRs and speakers no attorney-client, advisor, or other confidential/privileged relationship exists or will be formed between you and the Martin Trust Center or the Massachusetts Institute of Technology. Under no circumstances should any content be relied upon in making any decisions that could have any financial or legal impact(s).
Have more questions? Submit a request


Powered by Zendesk