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Perks vs Culture: The Ping Pong Table Fallacy | Promise Phelon, TapInfluence | BoS USA 2016

Perks vs Culture: The Ping Pong Table Fallacy | Promise Phelon, TapInfluence | BoS USA 2016

Promise Phelon, CEO, TapInfluence

Promise Phelon discusses Silicon Valley culture, being black in Boulder, the role of the CEO and why perks are just the tip of the culture iceberg.

A sustainable business culture is only possible if you consider what is below the surface first. It’s too easy to confuse perks – 401k, travel, free food – as the mark of a good culture. The reality is perks are meaningless without deep thought about the behaviours you encourage within your workplace – an ownership culture, transparency of performance and compensation, clarity about what it takes to win and building winning habits amongst your team. Culture is reinforced by strong leaders with a willingness to address some of the daily things that stop us from letting emotional triggers preventing us from building a great company.

Slides, Video & Transcript below

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The 64,000 Developer Questionnaire

The 64,000 Developer Questionnaire

Stack Overflow’s annual developer survey is probably the most comprehensive overview of the development community. This year over 64,000 developers responded. If you want to understand, amongst other things, what developers are thinking, what motivates them, what they are looking for in a job and how they learn, this is a must read.

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So you want to be like Steve Jobs?

So you want to be like Steve Jobs?

How many entrepreneurs do you know who model themselves, consciously or unconsciously, on Steve Jobs?

By all accounts, Steve Jobs combined incredible genius and an ability to get things done with a personality that could politely be described as ‘difficult’. In fact, many people who worked for him describe him as an asshole.

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AMA | Art Papas, CEO, Bullhorn | 28 March 2017 at 17.00 BST

AMA | Art Papas, CEO, Bullhorn | 28 March 2017 at 17.00 BST

In his talk at BoS USA, Art Papas shared his journey as founder and CEO of Bullhorn – a company that has grown extremely rapidly to more than 500 employees and nearly $100 million in revenue. He explains why and how he had to refocus his company’s culture back on customer service after facing a similar struggle, and how leaders of organizations can leverage his hard-earned lessons to position their businesses for long-term growth.

Join us to talk about changing company culture or anything you want to ask Art.

Register for Art’s Hangout here

Watch Art’s talk at BoS USA here

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AMA | Jeff Gothelf & Josh Seiden | 15 March 2017 at 17.00 GMT

AMA | Jeff Gothelf & Josh Seiden | 15 March 2017 at 17.00 GMT

Join Jeff Gothelf and Josh Seiden, co-authors of Sense and Respond to discuss the new rules of work and anything else you want to ask.

Software has fundamentally changed the way business works. It’s not simply that software has given us new ways to reach our customers, or new capabilities to achieve our goals. Software has enabled—in fact it demands—a new way of working. Organizations that seek to thrive in the digital age must examine their core management practices. So much of our management practice was created in the industrial age and not all of it remains useful in the face of software.

Managers and leaders inside and outside of the software world need a new set of principles for the next century of work.

Register for Josh & Jeff’s Hangout here

OR… to get you in the mood, here’s Josh and Jeff’s Lightning Talk from BoS USA 2016.

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Growth & Arrogance vs. The Power of a Customer Centric Culture | Art Papas, Bullhorn | BoS USA 2015

Growth & Arrogance vs. The Power of a Customer Centric Culture | Art Papas, Bullhorn | BoS USA 2015

From growth arrogance to customer-centric culture Art Papas, CEO, Bullhorn

In this talk, Art Papas shares his journey as founder and CEO of Bullhorn – a company that has grown extremely rapidly to more than 500 employees and nearly $100 million in revenue. He explains why and how he had to refocus his company’s culture back on customer service after facing a similar struggle, and how leaders of organizations can leverage his hard-earned lessons to position their businesses for long-term growth.

Every fast-growing organization experiences growing pains. The most difficult and complex challenge for leadership is maintaining an excellent experience as the business scales.

Customer centricity is easy for a small startup; the company’s founders are often intimately involved in every key customer engagement. However, when meeting sales quotas, achieving profit margins, and running your business by the metrics becomes more important than delighting your customers, you stop hearing about customer complaints simply because you don’t see them anymore, and your entire business is at risk.

Your customers become easy targets for the competition and your positive momentum in the market slows.

Slides, Video, AMA & Transcript below

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