<![CDATA[Gawker: valleywag, management]]> http://tags.gawker.com/assets/base/img/thumbs140x140/gawker.com.png <![CDATA[Gawker: valleywag, management]]> http://gawker.com/tag/valleywag/management http://gawker.com/tag/valleywag/management <![CDATA[Yahoo's management secrets revealed]]> I'll give Yahoo's culture this much: It is democratic and egalitarian, treating all employees equally. Equally like children. Yahoo's "start wearing purple" campaign was a clue — really, where do you see adults wearing purple, outside of a science-fiction convention? But I didn't realize how institutional the infantilization was until I got an eyeful of Yahoo's management-training materials. They are Web 2.0 meets The One-Minute Manager — all bubbly, rounded corners, big quotes, and emoticons. There's even a mirror, to remind Yahoo's leadership what preciously unique snowflakes they are. The richest part for me was the letter from CEO Jerry Yang, calling for "managerial courage." If only he could take his own advice. Here's Yahoo flash-card-sized advice for managers:

Jerry Yang's letter to Yahoo leaders calls for "integrity and trust." "May overwhelm others with unfocused activities" &mdash; isn't that Yahoo management's job? Look in the mirror, Yahoo manager, and keep telling yourself you are the only thing that matters.
The customer is the only person who can fire you. And judging by Yahoo's sales, he is. Which bridge to burn? Translation: Keep track of your friends who leave Yahoo, and ask them for jobs. Emoticons can fix broken work relationships. See?
Happy. Committed. Energized. Productive. Where's the option for "none of the above"? Add more arrows, and this gets closer to right.

]]> http://gawker.com/index.php?op=postcommentfeed&postId=5066292&view=rss&microfeed=true <![CDATA[Unwise promises]]> Whether you think Scribd, often billed as the YouTube of documents, is brilliant technology, overvalued hype, or in for copyright disputes, you have to question the wisdom displayed in their recent call for new employees:
If you join Scribd now, you'll have the real startup experience: you'll design the product (not only implement it) and work in a tiny group that accomplishes big things. You'll also get a big equity stake now and a management role later on (unless you don't want it). At the same time, Scribd has raised money from top-tier venture capitalists, so you won't have to live on Ramen...
Promising management positions at this early stage to all newcomers? Such an inappropriate and foolhardy pledge raises concerns about the basic business acumen of the three young people behind one of the hottest VC investments... nevermind the technology, business model, or legal concerns. Would any entrepreneur "ambitious enough to want to do a startup" actually believe that a new company that has received funding from "top-tier venture capitalists" can promise management roles at a later date? Any promising candidate can foresee the inevitable five levels of management over them, their "big equity stake" diluted over time, funding withdrawn, and a return to living on Ramen.]]> http://gawker.com/index.php?op=postcommentfeed&postId=259048&view=rss&microfeed=true