What I’ve Learned After One Year at a Startup

I made it folks. One year ago, I joined a Boulder, Colorado marketing technology company called Kapost. At the time, it seemed like a potentially risky move. I was recently engaged, leaving a company at which I felt secure, working with great people and for a great person. A year later, it's the least risky and best decision I've ever made.

Throughout this year I've been documenting my evolution as a new employee, sharing what I had learned after one month and four months, and my awe of the people I've worked with and for. This is another in that series, documenting lessons from this past year at Kapost.

You Can't Fear Change

For those following along at home, this is a recurring lesson. In fact, it's probably the number one theme. In the past year we've altered the way we do business (3-4 times by my count), adjusting appropriately as we learn what works/doesn't. We've grown from a company in the teens (I was employee 19 a year ago) to somewhere around 60 employees. I think. I honestly can't keep up. In my first post on this topic I bemoaned the construction of a cubicle wall that divided the room, however noting:

"...aside from whining about it in this post, I’m not throwing much of a fit, because I know this too will change.

If we continue to grow as rapidly as we have been – and as rapidly as the company is planning to – we literally will not be able to fit everyone in the office space we’re in now. There will be another move, and maybe we’ll return to an open, lively, & energetic workspace. The point is, change happens at breakneck speed at a startup and if venting in a blog post like I just did isn’t enough to help you keep moving, you’ll struggle to catch up."

It did change. We kept growing. We kept playing with the layout of our space. Now we're moving to a bigger space in a month or so and an even bigger space a few months after that. This constant adjusting of ideas - and in our case physical space - can't rattle you if you want to last in a startup

On a smaller scale, our marketing team has been under constant change this year. We're now at the largest we've ever been staff-wise, but we've had to get to that point by overcoming the departure of 6 marketers in the process. Sometimes we filled positions, sometimes we created new ones. If there's one thing our team knows, it's that the way things work now, sure as hell won't be the way they always work.

Fortunately, we're the kind of team that just keeps rolling.

You Can't Stop the "Up"

So, remember that part above where I said the marketing team lost some folks this year? Well, among them were our web designer, front end developer, marketing automation & Salesforce admin, and our director of marketing. Ridiculously talented people in critical positions. I can't stress that enough. In fact, the latter two were the ones who built Kapost's original marketing structure from the ground up. You don't just replace that overnight.

But despite these key setbacks, our marketing goals remained in place. We still had to produce and still had to produce more each month. So we did (for the most part). We found a way to keep momentum, because, well, we had to. In order for this company to grow, we as a company need to continue to produce, to innovate, to stretch ourselves to be the best version of Kapost we can be.

I'm proud to work at a company where that is not only a mandate but a common understanding and something we all push for. We all know, that as tough as things get, we'll keep going and keep this company booming. So far so good, and we're not stopping any time soon.

Don't Hire Jerks

Now you might be thinking "no shit, Coate", but the reason Kapost has been able to handle change, turnover, high demands from prospects, customers, board members, investors and so on is deeply rooted in an old SlideShare presentation by CEO Toby Murdock. On slide 5 Toby lists Kapost's cultural values.

Numbers 3-6 make up the part I have most commonly cited when people ask what I enjoy most about Kapost. It started with good people, it's grown with good people, and it will continue to grow with good people. As we've grown I've never questioned a hire. With very few exceptions, the people who have walked in the door have belonged, have been all-stars at what they do, and fit in as those they've always been a part of this.

I've also watched as wave after wave of new hires has been welcomed by those before them. There is no sense of "us vs. them", "originals vs. newbies". There's no overt favoritism solely toward longevity. Appreciation, sure, but I mean to say a person is able to walk in to Kapost and do a great job from day one, because they already have the trust of existing teammates.

The great part too, is that the awesome people that have left this company this year have been awesome to the company on the way out. Our marketing team survived a potentially treacherous transition period because none of those key departures left on a bitter note (awesome people are in high demand and they were demanded elsewhere is all), and were willing to do everything they could to make sure we could keep going in the interim, often going above and beyond what's typically expected.

So yeah. Don't hire jerks.

Style Doesn't Matter...

Referencing that SlideShare deck again, #7 reads "We evaluate by results." One of the joys of working for a startup is how freeform a lot of work tends to be. Goals are in place, along with general process guidelines (sometimes), and then it's "okay guys, go get 'em."

This is where innovation comes from - finding different ways to get somewhere. Experimentation has its place, so does unconventional thinking. There's no format, really. It's purely about getting things done, however that looks.

While I referred above to a unity among Kaposters, you wouldn't notice it directly by looking around the office. I see a diversity of workspace and clothing choices, of work styles and work schedules. We aren't a group of look-a-like do-a-likes but we're getting it done. There's something to be said for that.

...Though Apparently Neither Does Cleanliness

Kaposters. Dirty dishes in the bucket. Seriously.

Also, what's going on here?

Or here?

Clean up after yourselves, adult humans.

So that's year one for me. Hope you enjoyed reading my experiences this crazy year as much as I enjoyed having them.

How to Say “No” without Burning Bridges

In business and especially in any IT related business it’s all too easy to become a free consultant, people will come to you with all of their problems and ask you for solutions. I’ve been there myself and sat there with a prospect and laid out a perfect solution to their problem and then walked away with nothing, I’ve basically been used as a free consultant. This happens to people because “No” is a very powerful word and it can be difficult to tell people “No”, especially if you are worried about closing sales and burning bridges. Most of us fall into the category of people pleasers. The truth is, saying no rarely hurts, rarely burns bridges and can actually help if you know how to do it.

Evaluate the Circumstances

We were given two ears and one mouth for a reason so that we can listen, so listen carefully to the other person and let them finish speaking before blurting out “no”. Try not to interrupt the person speaking with a no even if you are thinking it. By listening carefully to the other person, you’ll have plenty of time to evaluate the circumstances, including your own feelings. Make sure you play special attention if someone is pulling your emotional strings. This is always a good time to step back and instead of saying no, tell the person you need to give it some thought.

Avoid Detailed Excuses

In sales 101 you are taught to ask for an order and to shut up as the first one that speaks generally loses. This also applies when saying no, there is no need to give a very detailed excuse about why you cannot do something, so restraint yourself and don’t because you might just end up talking yourself into it. There is absolutely no reason to be upset or worried if you need to say no. A simple “This is not the right time for me, but please ask me again in the future” (assuming you want to be asked again) will suffice.

Never Lie

Another reason not to go into too much detail about your “no” answer is that people often tell lies to try and soften a no. If you lie, chances are you’ll end up caught in the lie and of course, that’s the best way to burn bridges and end up with someone that doesn’t trust you anymore. “No I can’t do that project because I have too many projects right now” won’t look so great when you then announce the next day onsocial media that you are having a sale, and want more projects. It’s best to just be upfront and honest and tell the person no politely… another good way is to simply say “I don’t think this is just right for me and I’m sure someone else could help you better”.

Stick to Your Guns

Some people have a hard time taking no for an answer. They know it’s hard for you to say no and they will play on that, especially if they know you’re a people pleaser. If you’ve taken the time to think about your answer before giving it and did not just blurt out no, then there is no reason to change your mind. Just stick to the no and explain the initial reasons once more, and state that this is unlikely to change so please not to ask you again.

Redirect and Recommend

A really great way to say no is to deflect the problem to someone else. If you can redirect the questioner to someone else and recommend a person who might be able to say yes, so much the better. Then you become a valuable resource to the person/business rather than someone who has said no. You said no, but you gave them a lead on someone who may be able to do it even better.

Finally, try not to make “no” your first answer. It’s okay to say that you need to think about something and to ask questions before giving an answer one way or another. It’s also okay to say no to something after having given it considerable thought. No is not a bad thing to say, if you can learn to say it respectfully and with thoughtful consideration of the other parties involved.

▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄▀▄

Top 5 Lessons They Don’t Teach in School

Every spring our recruiters hit college campuses across the country looking for the most talented individuals to join the Fannie Mae summer intern program. I had the pleasure of meeting this year’s class of interns. Challenging them to think of internships as extended job interviews, I shared with them some of the important lessons I’ve learned throughout my career. Here are my top five.

1. Be enthusiastic

If, as Woody Allen said, “Eighty percent of success is showing up,” then being enthusiastic is a big part of the other 20 percent. Work is hard, and everyone wants to be surrounded by colleagues who care about what they are doing and excited about the opportunity to contribute.

2. Focus on both the “what” and the “how”

Getting positive results matters: we all know that if we don’t get things done, we should not be rewarded. But, how we get results matters just as much – with integrity, respect, and collaboration. Many temporary high achievers ultimately fail if they don’t pay attention to getting results in the right ways.

3. Embrace change

In the same way that governments, corporations, and sports teams know the importance of adapting quickly to changing conditions, individuals need to be flexible as well. The world is constantly changing, and our work environments are no different. You cannot stop change, and it is a fool’s errand to try. Instead, embrace change and become accustomed to its inevitability.

4. Regardless of level, you don’t always have to be the smartest person in the room

It’s important to have a well-informed point of view – especially as a leader – but that doesn’t mean you stop listening. Take time to listen, observe, and learn. How can you leverage others’ experiences and expertise to reach the best solutions? At the same time, come prepared and ask good questions. You’ll not only get noticed, you’ll establish yourself as someone with a thoughtful point of view.

5. Relationships are key

It is important to cultivate a strong professional network. Building and maintaining a network of people you trust – and who trust you – will help you thrive in your career.