Going to try this with twitter. If you’re a VC, founder or journalist, DM me your thoughts on the Away piece and I’ll anonymously post your response here (and I’ll commit to keeping your identity confidential)https://twitter.com/sriramk/status/1203046370162040832 …
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Founder: In addition to treating employees badly, there were clear business mistakes that indicated leadership’s failure to learn. These issues destroy organizational resilience and increase investor risk. Responsible founders have noted VC responses. This will [hurt deal flow]
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Founder: While it's fun to fuck around on Twitter, I don't waste time reading articles that are the Silicon Valley's version of celebrity gossip voyeurism. No one's reflecting over anything they actually want to do after they read this.
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Founder: Calling cancelling PTO a career development opportunity is some hilariously evil shit
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Founder: If your support emails go from 100 to 4000 in a day. You’ve failed your CX team. It’s pretty obvious there wasn’t better organization around new product rollouts. From leadership.
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Founder: VCs only defending the CEO’s behavior and not showing any empathy for workers will hurt long term VC returns by reinforcing VC-is-evil mentality; many more workers now calling for unionization because of it.
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VC: I wonder if all else being equal — literally 100% of it, including Korey’s behavior and the realities/growing pains of a hyper growth consumer startup during the holidays — that Away's culture would be toxic without the slack policy
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Founder: “When an employment situation turns out badly (and there are often 2 sides to these things), I think female managers often have a lower bar to be perceived as stepping out of line, so make enemies much faster”
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Founder: “$181M raised. $40K salary. Easy solution here.”
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Millennial Consumer: feels like a hypocrisy to sell “what they believe” to consumers and then treating their employees the opposite way
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Founder: “I used to work for an abusive founder who behaved very similar to Away’s CEO. Their behavior drove away all top talent, prevented long-term thinking, hurt quality of customer service, and ultimately destroyed the company (losing tons of investor
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Founder: “I think it’s being defended by investors talking their own book and by those recognizing their workplace is actually probably similar. Unfortunately, it seems It’s an all too true portrayal of many office dynamics.”
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VC: “I was about [to] tweet about how my med school, banking, etc friends make me and my most hardcore founder friends look soft. We live in a bubble”
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Founder: “I read that story and I freak out at how almost no one is pointing out how immensely inefficient the CX operation was. So obvious it needed to be re-organised and/or scaled up, if only temporarily.”
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Founder: “I thought there were some unsuitable things for sure but the article came across as biased and one sided. I don’t really like reading these “dirty laundry” stories.”
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Operator: “You have a 4,000 CX email backlog and your first reaction is to yell at CX and not product? Maybe google "5 whys" before doing a rail and posting to Slack at 3AM”
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VC: “Articles like this are depressing because they make everyone look bad: the founder, the company, the tech industry... but also the "journalist," their publication, and the media. No winners here, only losers. What's funny is I bet Away's sales won't see a material impact.“
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Founder: “I don't care if this was a hit piece or legitimate grievance -- I think about it as a textbook illustration of how not to build dedication and cooperation in your org for the longer term.”
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Founder: “It seemed more as a hit piece on Slack (as a tool & it's CEO)”
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Founder: I lost a lot of respect for founder friends who tweeted they didn't see a problem. It was insanely abusive and there's no excuse. You could argue it's a hitbpiece I guess... But if the slack messages were posted without commentary, it'd be just as bad.”
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Founder: “I had a good amount of employees appreciate our culture a lot more after it. Oh and now I'm embarrassed to own an Away bag.”
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Startups employee: “Definitely has some real cringe parts like “career development opportunities.” But if we took any reasonably large company, started with a narrative in mind, and cherry picked internal comms screenshots, an equally scathing piece could be written.”
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Founder: “The pressure this [...] CEO ended up putting on their team was inevitable the second they raised huge amounts of OPM for a suitcase retailer.”
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Founder: Something like this happened at our company but we quickly understood that we would lose talent and stopped it right away. The employees actually trusted us more when they saw that this was fixed based on their feedback. It was caused by high stress and we [adressed it]
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Someone with a connection to the CEO: “I was impressed by how quickly the broad social circles she runs in - which are quite powerful & very wealthy - went into damage control mode. Unilaterally deemed a full hit piece before 10am. (I do agree that it was a hit piece)”
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NY Investment Banker: “Her offenses were nothing compared to the stories from uber or any other start up. The talking on work sponsored slack chat rooms is a ridiculously ‘millennial complaint’”
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VC: “It’s careless to criticize the work ethic of these folks without acknowledging the incentive gap. CX rarely has meaningful equity, so they were unlikely to ever see real upside. Success takes hard work, but it has to be genuinely opt-in and compensated/incentivized.”
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Founder: “It seems like she is the scapegoat for an overall culture that she may have initiated — but that other top level people perpetuated and then used as a noose to hang her by (which isn’t fair for anyone)”
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Engineer: “what could the leadership team have done at the time to help this avoid spiraling? Rather than see salutes to the hustle, I want to know what VCs weighing in publicly would have done to help the company if they were on the board.”
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VC: 40k salary doesn’t mention that every employee [who joined prior to 2017] had option grants likely worth six digits. Given the valuation development of away its fair to assume that some of those cx employees made more than McKinsey consultants over the past 3-4 years.
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Former CX Employee: those messages were employee abuse. I got the impression of a founder that would rather overwork the team to death instead of scale appropriately and take on a little extra cost. It's what happens when support teams are forced to be “high touch”
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