This week’s insights are brought to you by Greg Raiz, CEO of Raizlabs, an app company that’s been leading leading in mobile software development since before the launch of the iTunes App Store in 2008.
You may not have met Greg, but we bet you’ve met some of the essential apps he and his team have created, apps like HubSpot, Bloomingdale’s, Rue La La, and RunKeeper, to name a few. Greg approaches app development like he does his team: methodically. Raizlabs is known for their exceptional product management, creative design services, and impeccable execution. But that’s not the only thing that’s driving Raizlabs’ unprecedented growth—it’s their commitment to their people. Building the right team, capitalizing on each person’s skills, and promoting innovation from within…it’s all about the people.
As your team grows, how do you ensure that you all remain aligned around a central vision?
We’ve spent a fair bit of time this year thinking about the culture of the company and how we can align the entire company around a vision and mission. Everyone wants to make a difference and feel that their work is important. We started by creating a high-level vision that we could rally around. It was important that the vision would stand the test of time and allow the organization some flexibility. Our vision statement of “shaping the world through great software” has led us to explore the values that our company felt were necessary for us to execute that vision. These values now guide most of the decisions we make from hiring, to the projects that we take, to the regular feedback we give to one another. Keeping the vision and values central to our process serves as a natural reminder for us.
What’s one strategy or tactic that you consistently use to support the growth of your team.
Trust, but verify. I think it’s great to give your team a lot of trust and autonomy to grow, experiment and occasionally fail. The key is putting in your own checks to make sure they aren’t failing too much. Keeping track and closing the loop gives you the opportunity to give the person a pat on the back if they did a good job or a nudge in the right direction without micro-managing.
In your opinion, what is the primary role of a manager?
My primary role as a manager is setting up situations where people can be successful. This cuts across a number of things including hiring, company culture, tools and procedures. If I’m doing my job then the team can execute and do great work and it feels effortless. A mentor of mine explained it best; your team is a train, they are rolling along. It’s your job to make sure they have plenty of track and no hazards in the way.
How do you ensure that you stay in lock step communication with your team?
This has been an increasing challenge as the team has grown. It’s easy to stay in lock step with five people but hard to stay in lock step with 50. We have a company Town Hall meeting each week so everyone can get up to speed on the entire business with minimal overhead. Beyond this, I try to have regular conversations with both leads and individual contributors. This helps keep me stay grounded with what’s really going on at the company.
How do you continue to evolve as a leader?
As a leader, your job is constantly changing. One day you’re thinking about hiring, the next you’re dealing with technology questions. The key for me to evolve as a leader is to constantly question if the things I’ve done before continue to make sense as the company grows and changes. The way our company did projects stopped making sense at a certain size and scale. We had to unlearn certain habits and learn new ones. Growth as a leader is being open to change and adapting how I do things as the organization grows.
Greg Raiz founded Raizlabs in 2001, after getting his start at Microsoft. Since then, he’s been working toward his vision of building incredible software, and has helped over 100 companies improve the way they connect with their markets. Raizlabs was named one of Inc.’s 5000 Fastest Growing Companies in 2014.
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