Before starting this blog I compared blogging tools in 2011. These two facts about WordPress and Automattic did win me over:
- Every new employee has to do three weeks of end-user support, regardless of position.
- They have a developer who calls himself the Quantum Bug Creator and has a PhD in Quantum Cryptography.
Now I have read the book on Automattic’s corporate culture:
The Year without Pants: WordPress.com and the Future of Work by Scott Berkun
Scott is a former Microsoft manager and long-term author and speaker. He has been hired my Automattic’s founder Matt Mullenweg to help introducing the first tier of middle-managers ever to Automattic’s so far flat hierarchy. Scott Berkun accepted, provided he can write a book about his experience. For him it was a test: Will he still be able to do the work of management and not only write and speak about it?
The book is a blend of personal essay and reflection of work and management in the tech world, and palpable anecdotes from a very peculiar workplace.
He did his duty in the trenches as a Happiness Engineer:
You get access to real tools and work on real things. If you do well, you’re offered a job. If you don’t, you’re not. The many phony parts of hiring, from inflated résumés to trying to say what you think the other party wants to hear, disappear.
At the end of this stint in support Scott admits how much easier the work of a writer is – in contrast to the relentless never-ending flow of clients’ tickets:
This pressure made me feel like a wimp for complaining about writing deadlines or tough lecture audiences.
I guess skeptics would say a venture such as WordPress can hardly work – hadn’t they been successful for years now:
The business is firmly grounded in Open Source software. In 2002 18-year old Matt Mullenweg forked the copylefted software used for his own photoblog as its lead developer had left. In August 2003 there were over 10.000 blogs running on WordPress. For an extensive account of WP’s history see this.
The central values of the organically growing WP culture were: Transparency of discussions, meritocracy of authority earned – not granted, and the longevity of the project – which should live forever even if Matt himself would once give it up.
Based even on my own anecdotal experience of using WordPress.com I can say that it works – I pay for the Custom Design Upgrade for two blogs and think it is a fair deal.
Employees are fiercely independent, curious, and funny individuals, working at locations all over the world.
Many of them are former independent WordPress designers and developers – so probably people who don’t like to be (micro-)managed, who are fine with being paid for results and not for office face time or hours put in.
They do meet in person occasionally, and costs of meetings in real live compensate for savings due to lack of offices.
Matt Mullenweg – whom Scott describes as a renaissance mind with an epicurean desire to understand basically anything – has written down a creed:
I will never stop learning. I won’t just work on things that are assigned to me. I know there’s no such thing as a status quo. I will build our business sustainably through passionate and loyal customers. I will never pass up an opportunity to help out a colleague, and I’ll remember the days before I knew everything. I am more motivated by impact than money, and I know that Open Source is one of the most powerful ideas of our generation. I will communicate as much as possible, because it’s the oxygen of a distributed company. I am in a marathon, not a sprint, and no matter how far away the goal is, the only way to get there is by putting one foot in front of another every day. Given time, there is no problem that’s insurmountable.
Using colorful anecdotes and funny screenshots of WP-internal communications Scott demonstrates which key factors are important to make this work:
Mastery of asynchronous, written communication
Chat-like message exchange is preferred over audio or video calls, and tracking and discussion of work items is done using a blog called P2 (named after the theme used).
The reason for the first is probably surprising – and it might even sound discomforting to those who are stressed out by the constant stream of popups brought up by corporate instant communication tools: WP employees’ communications is based on the assumption that anybody else is working on some items in parallel or having some Windows open. It is not expected that people respond instantly to chat requests and some lag is allowed for – in contrast to the all-encompassing nature of calls.
Everyone understands it’s just a window on the screen and that you may be focusing on other things.
You could discuss pro’s and con’s of online meetings endlessly but I think Scott perfectly nails it:
Most people doubt online meetings can work, but they somehow overlook that most in-person meetings don’t work either.
P2 communications is reminiscent of those legendary nested e-mail threads – I answer inline in red… I answer in green…I answer again in blue… I praise collaborators to the skies who are capable of following and processing such nested communications – you can literally do whole projects by asynchronous e-mails.
Everybody at Automattic can on principle read every P2 conversation. This, I guess, provides for self-regulation, and it limits the tactical use of communication tool, such as subtle hints by picking CC recipients etc.
WordPress people compensate for lack of cues in face-to-face communications by letting personality shine through written communications. Scott says that WP internal communications is refreshingly free of corporate world jargon:
No “deprioritized action items” or “catalyzing of cross functional objectives.” People wrote plainly, without pretense and with great charm.
From my few but pleasant encounters with WP’s support team I can attest to that.
WordPress’ culture seems to be positively self-selecting for people who fit in.
Sharing a common sense of humor is in my opinion the single best indicator of how well you will get along – and work! – with somebody. It is even more indispensable in this distant working environment.
Laughter leads to running jokes, and running jokes lead to a shared history, and a shared history is culture. What is a friend, a brother or sister, or a partner but someone you share important stories with?
Also the title of the book is a running joke. For a reason no one could explain later the prompt above the comment box on Scott’s teams’ P2 site turned from What’s on your mind? into
Do you know where your pants are?
It was my conviction ever since that any sort of company-internal competition and incentives for individuals or teams will not do overall goals any good. The dissipation of energy invested in facing competition will outweigh the benefits of challenging individuals to go for stretch goals.
So I was delighted to read this:
How do you know if you’re doing a good job? They all shrugged simultaneously and I laughed. Unlike most corporations that emphasize performance evaluations, none of them were particularly concerned. … It seemed to them like an odd question to even ask. … It was not a promotion-oriented culture. Instead they cared mostly about how much value they were getting out of the work.
Frequent shipping of features
Against mantras of quality control and change management new features are rolled out all the time. I believe the reason why this has worked great so far is that risk management best practices are applied in an intuitive way: Features to be shipped are small, or their dependence on other features can be cut down. The overall risk of breaking anything major is negligible – and glitches be fixed quickly based on feedback in the production environment.
I think that all those controls in larger organizations rather prevent people from taking personal accountability – and Scott confirms this:
A major reason it works at Automattic is belief in a counterintuitive philosophy: safeguards don’t make you safe; they make you lazy. People drive faster, not more slowly, in cars with antilock brakes. American football players take more risks, not fewer, because of their padding.
Geeky, but end-user-centric
Probably my impression is due to the fact that Scott has led Team Social that dealt with building features like WordPress JetPack that adds WP.com features on top of the self-hosted version.The team used some funny ‘socialist’ hammer and sickle symbols for their internal site.
His team put in many hours in trying to understand the experience of normal users WordPress wanted to serve – and I think this spirit and the idea to democratize internet publishing can be felt when working with WP. They tried to feel what a user feel who struggles with getting his or her first posting done – as astonishingly:
50 percent of all blogs never publish a single post.
A tricks that help are writing an internal launch announcement for a feature long before it had been launched – forcing you to focus on the value of this feature.
Tame the bureaucrats and policy enforcers
Another pet peeve of mine – I remember myself in a job role that theoretically had demanded of me to chide entrepreneurial small departments that they don’t adhere to corporate standard IT hardware procurement guidelines or that their website they didn’t comply with ‘CI rules’.
The volunteer culture Automattic inherited from WordPress, where contributors were under no obligation to participate, defined a landscape that granted wide autonomy to employees. Schneider and Mullenweg went to great lengths to keep support roles, like legal, human resources, and even IT, from infringing on the autonomy of creative roles like engineering and design. The most striking expression of this is that management is seen as a support role.
This means having some very deep skills in a specific area but in addition the abilities to quickly become fairly knowledgeable in other fields – and applying that skills hands-on as needed, just as any in sort of start-up environment.
This is counter the culture (in ‘mature’ corporation) of denying to do X because you are not qualified, it is beneath you, it has not been included in your shop description, or nobody commanded you to do it.
The book provides is a much needed real-live positive example of a company who has ‘got it’ – among cheerful analyses of a New World of Work and gloomy critique of debatable implementations (The documentary Work Hard – Play Hard having being one of the finest).
But Scott warns against trying to copy WP’s culture and tack it on an existing one – e.g. by scheduling company meetings in open space style without and agenda, hoping that employees will simple start working together spontaneously – as they did in Seaside, the artificial settlement that served as the set of one of my favorite movies, The Truman Show. It was a company meeting that
looked more like a party at a very nice but geeky college dorm.
Chances are that in a different culture such experiments would be loathed just as other team morale events or the casual Friday, or any socializing event moderated by external psychologically trained moderators with a questionable agenda.
It is not only possible but beneficial to work on serious and sensitive stuff in remotely dispersed teams of self-motivated individuals. Scott’s account is convincing – he often emphasizes that he had been skeptical: He had considered his earlier success as a manager critically dependent on being in the same room with people and looking them into the eye.
The importance on a common culture and humor cannot be overstated. The most daunting crisis morphs into legends soon to be told by the fireside, if you are still able throw around some Douglas Adams’ or Monty Python quotes or give your test servers funny names such as panic.com.
I don’t think this is an IT / geek thing only – geekiness might help as there is this globally available template of a culture (42!) that fosters common humor. But I don’t see a reason it cannot be applied to other work that is in essence based on shuffling data – and communicating in an asynchronous way already:
The very idea of working remotely seems strange to most people until they consider how much time at traditional workplaces is spent working purely through computers. If 50 percent of your interaction with coworkers is online, perhaps through e-mail and web browsers, you’re not far from what WordPress.com does.
Many stories about famous start-ups are written when they have grown up – when they have scaled.
I am a small business owner by choice and I often ask myself – probably based on bias – does anything good have to scale? Scott answers this question confidently with No:
…greatness rarely scales, and that’s part of what made it great in the first place.
So in summary I consider it a great book, highly recommended if you use Automattic’s products are are just curious, or if you are an ‘office worker’ or a manager of those and thinking about the best way to work as a team.
It is an honest and entertaining manifesto:
The most dangerous tradition we hold about work is that it must be serious and meaningless. We believe that we’re paid money to compensate us for work not worthwhile on its own.