2. Our Mission
Help Operational Managers
reach the promised land of jobs done right, every time
by replacing 1950s tools like paper & walkie talkies
with a collaboration app for industrial teams*
for increased productivity, enhanced quality, and increased safety
* This includes:
1. Clear accurate job instructions on mobile devices
2. Multimedia collaboration with colleagues & supply chain
3. Effortless data capture for continuous improvement
3. Culture?
Mission = What we do. What the goal is.
Culture = How we do it. How to behave every day.
4. Why culture matters?
= 81% culture or attitude
(only 11% skills)
Source: Hiring for Attitude, by Mark Murphy
5. What do these mean?
â Coachability (26%): The ability to accept and implement feedback
from bosses, colleagues, customers, and others
â Emotional Intelligence (23%): The ability to understand and manage
oneâs own emotions and accurately assess othersâ emotions
â Motivation (17%): Sufficient drive to achieve oneâs full potential and
excel in the job
â Temperament (15%): Attitude and personality suited to the particular
job and work environment
â Technical Competence (11%): Functional or technical skills required
to do the job
Source: Hiring for Attitude, by Mark Murphy
6. Testing for skills is easy...
â Find the bug in this code
â Letâs build a quick web project in React
â Show me your portfolio
â Pitch me Parsable as if I were a customer
â etc...
Itâs straightforward to screen bad skills
candidates out at the door, instead of
having them fail at work.
7. Testing for culture - an exercise
Never
Hire
Always
Hire
1 2 3 4 5 6 7
â You are a manager at Hypothetical Corp
â Hypothetical Corp is a startup selling software to the Fortune 500
â Hypothetical is hiring, and weâve asked the candidates to answer:
âCould you tell me about a time when you didnât know how to do
something that a customer was asking you to do?â
â Read the next paragraph & grade the answer from:
8. Testing for culture - an exercise
At my last job I was inundated with requests that were outside my area of
expertise or influence. I am always pretty cautious when it comes to
stepping outside my comfort zone, so most of the time I just turned the
situation over to someone more experienced. After all, I want to make
sure Iâm protecting the companyâs back because I donât want to touch a
project for which Iâm unqualified and then have it do damage to the
client. The clientâs interests are always of paramount importance. And itâs
critical that an engineer adhere to accepted practices and the proper
processes. If Iâm in a situation where I donât know those processes, itâs
better for me to pass the request to someone else that does.
9. Hereâs how we rated the candidate...
Rating Score Count
1 2
2 5
3 11
4 7
5 2
6 3
7 0
10. Testing for culture - an exercise
What if you now knew Hypothetical Corp values more than anything
employees who exhibit the following attributes:
â You take ownership of problems â even if youâre not the one who
will ultimately fix it, you shepherd the process until itâs resolved.
â Youâre a self-directed learner â you take full responsibility for
growing and developing your skills, and while you may not learn
everything, youâre in a constant state of growth.
Now grade the same candidate again...
11. Testing for culture - letâs try again
At my last job I was inundated with requests that were outside my area of
expertise or influence. I am always pretty cautious when it comes to
stepping outside my comfort zone, so most of the time I just turned the
situation over to someone more experienced. After all, I want to make
sure Iâm protecting the companyâs back because I donât want to touch a
project for which Iâm unqualified and then have it do damage to the
client. The clientâs interests are always of paramount importance. And itâs
critical that an engineer adhere to accepted practices and the proper
processes. If Iâm in a situation where I donât know those processes, itâs
better for me to pass the request to someone else that does.
13. How to discover our culture
1. Interviewed 15 team members for
1-2 hours each
2. Collected over 500 stories
3. Mapped those stories into themes
4. Created survey questions for those themes
5. Surveyed the entire company
6. Analyzed the survey results
7. Mapped those results into themes
14. What do we get out of this?
â A common code to live by as Citizens of Parsable
â A set of culture interview questions
â An answer guideline for good & bad answers
15. Word Pictures*
Parsable citizenâs guide to good citizenry
* named so because you should be able to read the words, close your eyes, imagine a picture and have that be the same
picture your teammate is imagining.
16. I have grit in the face of adversity
Needs Work Good Work Great Work
When we encounter problems (with the
product, a customer, a prospect), I
exclaim that we are a failure or failing at
our job.
When we encounter an obstacle, I get
demoralized because I realize that things
are going to be hard.
When customers donât like the first
version of a feature or product, I think
that weâve failed and that thereâs no use
in that feature or product.
When I canât get in touch with a
customer or prospect, I keep trying until I
get through.
When I have to work with a difficult
customer, I find a path forward. I
brainstorm with others, but I know the
company relies on me to find a solution,
so I keep trying till something works.
When I run into a naysayer or
gatekeeper, I try both to convince them
and, in parallel, find other champions to
make sure that our product gets the
attention it deserves.
When we encounter an obstacle, I see it
as an opportunity to learn and improve.
I do everything in the Good Work
category, plus ...
When I see an opportunity to help the
company, I jump on it and try to help --
irrespective of whether itâs in my area of
expertise.
When Iâm responsible for minding an
area, and even though I might be
overwhelmed with work, I continue to
chip away at it, despite the lack of
immediate reward or recognition from
others.
I take on projects that donât have
immediate rewards, because I know they
will add long-term value to the
company.
17. I seek to understand the world through othersâ eyes
Needs Work Good Work Great Work
When the team is discussing a topic in
which I consider myself an expert, I donât
listen to other peopleâs opinions,
because Iâm the expert.
When a coworker asks me to perform a
task with high urgency, Iâm annoyed that
they always ask for stuff last minute.
When making a change to my area of
the product, I donât think about the
impact it has on other teams or on
customers.
When engaged in a conversation, I make
it my goal to get my point across or
convince the other person, rather than
learn what they have to say.
When the customer encounters a
product issue, I assume the customer did
something wrong, that it was their fault.
When working through a complex
feature or request, I first try to put myself
in the customerâs shoes, understand
what they needed when they asked for
this feature, and work from that insight.
When a coworker asks me to help them
with a task, I assume there must be a
good reason.
When joining a team or project, I strive
first to understand what decisions were
made prior to my joining.
When talking to someone, I ask
open-ended questions and seek to
understand their perspective before
adding my inputs.
When a customer asks for a feature that
doesnât make much sense, I try to put
myself in the customerâs shoes to figure
out why they are asking for that feature.
I do everything in the Good Work category,
plus ...
I create environments where everyone
can add their voice to the discussion, and
actively work to ensure that quiet team
members are given the opportunity to
talk and be listened to.
If Iâm working with a difficult customer,
rather than getting frustrated at him, I try
to see the world through his eyes &
understand why they may be mad.
After interacting with a customer or
prospect, I strive to teach my fellow
teammates how that customer thinks
and reacts to our product, so I can
spread that empathy to folks who did not
experience it firsthand.
Even if Iâm an expert in a domain, I strive
to keep beginnerâs mind, to think and
explain my rationale like any newbie
would.
18. I ask how can I help?
Needs Work Good Work Great Work
I badmouth teammates or customers to
try to make myself look better. I gossip
about my coworkers.
When a coworker asks for help, I tell
them Iâm too busy already with my own
work
If Iâm part of a complex project, Iâve
finished my work, and others are
struggling to meet their commitments, I
complain that they are making me look
bad.
I believe my contributions have an
outsized effect on our success compared
to my teammatesâ, and deserve outsized
recognition.
I think Iâm smarter than my teammates
and have difficulty trusting othersâ
decisions or work.
I regularly commit things to others that I
donât then deliver.
When a team Iâm working on/with has
done good work, I share credit openly.
Iâm willing to chip in to help a team
member with their work, even when itâs
outside my core area of expertise or
responsibility. Iâm willing to help out with
any part of the product, even if it means
Iâll have to work harder to contribute than
an expert might.
Even under stress, I take the time to help
a coworker or answer their questions.
If Iâm part of a complex project, Iâve
finished my work, and others are
struggling to meet their commitments, I
help my teammates get their work done
so the whole project can get delivered to
the customer.
I take time to publicly recognize
teammates who do great work.
I do everything in the Good Work category,
plus ...
While continuing to deliver on my existing
obligations, I also take additional
significant projects, even though no one
asked me, because I know the company
needs them to be done.
I take on projects that donât have
immediate rewards, because I know they
will add long-term value to the company.
I am willing to put myself in
uncomfortable situations for the
long-term benefit of the team and the
company. I am comfortable being the
âodd one outâ if it benefits the company.
In the heat of the moment, I cover for a
team member & their responsibilities
even though I know it wonât accrue to me
and likely no one will know how hard I
worked or personally sacrificed to make it
happen.
19. I see opportunity in difficult situations
Needs Work Good Work Great Work
I regularly say âI canât do thatâ, âI donât
know how to do thatâ, âI donât want to do
thatâ, or âI donât want to do that anymoreâ
In high-stress situations, I criticize others.
When an issue happens, I seek to blame
other or context for the issue. Problems
are never my fault. Itâs always something
wrong with the PRD, the process,
something that others did.
I think Iâm putting in good enough work,
and that there is no need to get better
from here.
âIâm too good for that. Thatâs not in my job
roleâ
Iâm willing to pitch in even though itâs not
in my area.
When asked to do something thatâs not
traditionally in my purview, I learn about it
and help out.
I take it upon myself to continually
improve both the depth and breadth of
my skills.
When presented with an obstacle, Iâm
energized by the opportunity to surmount
it because I see it as an opportunity to
learn. I proactively seek out challenging
problems because I know they can
maximize my learning curve.
I plot my own path through a chaotic
situation.
I do everything in the Good Work category,
plus ...
I roll up my sleeves and learn about a
topic I previously knew nothing about so
that I can be excellent at it.
I regularly strive to improve myself and
look for ways to bring that back to
improve the company as a whole.
I proactively seek opportunities to expand
my knowledge and ways I can be of
service to the company.
I make a concerted effort to find ways to
improve the company, then execute on
those things.
In a stressful or uncomfortable situation, I
create opportunities so my teammates
can realize they are also an opportunity to
learn and grow.
20. I have pride in craftsmanship
Needs Work Good Work Great Work
If itâs 6p, I stop working. It doesnât
matter if the work is done or if others
are depending on me for something.
If othersâ work isnât done to my level
of quality, I complain about it or get
dejected that weâre failing as a
company.
If someone provides critical feedback
on my work, I get offended.
I regularly build âquick fixâ solutions to
problems without spending the extra
time to make sure the problem is
truly solved.
I assume Iâm the only one who cares
about their own craftsmanship. I donât
trust my teammatesâ decisions or give
them the benefit of the doubt.
I donât hold others accountable when
they consistently fail to deliver on
their promises to the team.
I seek out othersâ opinions to provide
feedback and improve my work.
I sweat the details and am patient in
explaining my decisions to others.
When asked to perform work (build a
feature, a customer-facing task), I
think about the request carefully,
think of ways I can improve it, and
implement it to my highest bar.
I accept criticism of my work because
I see it as a way to improve the
quality of my work next time.
I never take incomplete information
as an excuse to not do the work. I put
myself in the customerâs shoes and
dig deeper. I look inwards for the
drive to find a solution.
I think cross-functionally. It may not
be the quickest way to get something
done, but itâs optimized for quality
delivery.
I do everything in the Good Work
category, plus ...
I bring together the complete set of
stakeholders and facilitate
collaboration so we can think through
a feature to make sure itâs built right
for the customer.
I strive to solve problems outside my
area of expertise
I strive to teach people how to
improve their own skills and do so
without being pedantic or seeking
credit.
Itâs late and I want to go home, but
thereâs value in that extra hour of
work -- so I stay and do it.
Iâm willing to call the team out when
something isnât functioning properly.
Iâm willing to hold others accountable
even though itâs an unpleasant
situation to be in.
21. Iâm a proactive problem solver who gets shit done
Needs Work Good Work Great Work
I correctly identify problems, but then
complain instead of participating in
finding a solution.
When a problem arises, itâs never my
fault or responsibility. Itâs always
something wrong with the PRD, the
process, something that others did.
I think if a feature canât be built the
perfect way, it shouldnât be built at all.
My teammates have to proactively ping
me to find out the status of my work
items.
When Iâm given a project with open
questions, I make a bunch of silent
assumptions.
When asked to do something, I list all
the reasons it wonât work.
Iâm unwilling to make decisions under
uncertainty. I always need more data.
When a teammate mentions
something is broken, I think âhow can I
help fix it.â
I see iterative improvement as a good
thing. I want to âmake it better.â
When I realize that something Iâm
working on is going to be late, I
proactively communicate to all the
stakeholders in a visible and
transparent way and take personal
responsibility for the delay.
When someone comes to me with
something they need done, I own the
delivery of that actionable thing. If I
realize that some things are outside the
scope of my day-to-day job, I still make
sure they get done, whether by me or
by somebody else. Even if I delegate
some of the work, I continue to own the
complete delivery.
When in doubt, I proactively raise
questions to clarify my hypotheses.
I do everything in the Good Work
category, plus ...
I regularly solve problems for the
company, even outside my area of
expertise
I take what Iâm doing and optimize the
work product for what is needed at the
time. I take the time to understand the
big picture.
Iâm proactive in helping others get their
work done.
I constantly remove distractions and
context-switches from my co-workers
so they can focus on getting their work
done
Iâm not burdened by precedents. Iâm
inspired to out-execute and set new
records for myself.
I balance the need for urgency and
need for quality.
22. Iâm humble, radically candid, and open to feedback
Needs Work Good Work Great Work
If I think a coworker did something
wrong, I criticize them openly or in front
of others.
When someone has made me mad or
sad, I assume they have negative
intentions towards me, or are
incompetent.
I take critical feedback as a personal
assault or a sign that people donât trust
me or my skills.
When something fails, I blame others for
the event and assume itâs someone
elseâs fault.
I regularly talk over my peers in
meetings.
I say hurtful things about my teammates.
Iâm openly critical of my peers to try to
make myself look good.
When someone has made me mad or
sad, I suffer in silence and build
resentment towards the person.
In the heat of a debate, Iâm receptive to
acknowledging the common goals
with my counterpart, and using those
goals to work backwards & resolve
sticking points.
When someone has done or said
something to make me angry or sad, I
go talk to them 1:1, discuss my feelings
without getting defensive, try to
understand what they were thinking
when they said what they did, and find
a solution that satisfies both parties.
When something went wrong, I realize
where I fell short & am specific in
following up with a desire to learn from
my mistakes. I follow up with the team
and the offended parties with tactics or
a strategy to ensure it doesnât happen
again.
When I havenât received feedback in a
while, I think of specific events I want
feedback on and proactively go ask
my peers for feedback.
I do everything in the Good Work
category, plus ...
When someone gives me criticism,
even if poorly worded or harsh, I try to
see the truth in their statement, listen
actively, ask open-ended questions,
and use it as an opportunity to
improve.
I find ways to tell my peers who made
a mistake in a way that is still
respectful of the work that was done
and the good intentions behind it.
I help other people have radically
candid conversations with each other
by refusing to be the party they vent
to. Instead, I recommend they speak to
each other and resolve their
differences.
Even under duress, Iâm always open to
receiving criticism and willing to act on
it to improve.
23. Some Parsable Culture Heros
Grit in the face of adversity: Amy, Chase, Kathryn
Seek to understand through other peopleâs eyes: Scott, Kathryn, Ryan, Mark, Will, Alex, Rory
How can I help: Will, Kathryn, Tom, Zach, Devansh, Mark, Amy, Harish, Derrick
Seeing opportunity in difficult situations: Devansh, Will, Kathryn, Harish, Ab, Yanda, Scott, Ryan
Pride of craftsmanship: Yanda, Zach, Harish, Beth, Will, Sam, Amy
Proactive problem-solver who gets shit done: Ab, Kathryn, Rory, Tom, Yanda, Scott, Devansh, Chase, Will
Humble, radically candid, and open to feedback: Scott, Yanda, Ryan, Rory, Harish