Not only for ourselves, but for our company and the world. Transformational: We continuously grow, learn, and transform.Life is too short to not make room for fun, especially when we spend so much time working together. It's important we make room for joy and levity, or else we will all burn out. Fun: We live in an intense period of time.When people with diverse backgrounds work together, we generate better ideas, create more inclusive product experiences, increase customer value and promote equity. And when you start from a place of caring for each other, strong collaboration becomes a given. For me, care is greater than collaboration, because collaboration is tactical and utilitarian. Caring: We historically had collaboration in our culture.And trust is so critical to who we are, that two years ago we made it a foundational operating priority for the company. "We trust each other" is our strategy for working together in this new hybrid world. By fostering trust with one another, members, customers, and partners, we all succeed. Trusted: Building on what used to be integrity, we moved to trust.Aspire: We set the bar high - not only should culture always be aspirational, but by starting our culture statement with this word, it's a reminder that we set the bar high as a company.
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The feedback around clarity centered around three areas for improvement:Įvery word in this culture statement matters:
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So we had our task at hand: we needed to ensure we had clarity. And in some cases there was misinterpretation happening. Do we cite them frequently and with clarity? Turns out, not always.Do they help us achieve our Vision? Yes, and again, in many cases even more than they did when we created them in 2009.Are our Culture & Values still applicable? Turns out in some cases they are more applicable than ever.When applying the feedback to our principles: And across thousands of pieces of feedback, we learned that in many ways, our Culture and Values have stood the test of time, and that much of what we put together in 2009 still resonates today. We took these principles, and set out to listen and learn. And last–but certainly not least–do we cite them frequently and with clarity? If they aren't used, we don't talk about them, and aren't clear about what they mean, why have them in the first place?.Do they help us achieve our Vision? Do they help us achieve the "why"? If that's not happening anymore, it's time to revisit.Are our Culture and Values still applicable in the current environment? If something has changed in the world that renders them out of date or useless, you need to revisit them.But it's irresponsible not to revisit the how. Our Vision, "Create economic opportunity for every member of the global workforce," has never been more critical or important. But your Culture and Values (your "how") need to constantly be evaluated.Īnd that made sense to me. Your Vision (your "why") is something that should rarely, if ever, change. When I'd explain the agita I was feeling in changing a foundational part of the company, I repeatedly got the same advice: while I was correct in my hesitancy to change something so fundamental in the company, my hesitancy was misplaced. So I set out to learn from other CEOs, from our founders Reid Hoffman and Allen Blue, and from our previous CEO Jeff Weiner. I don't want to touch a word."īut I kept hearing it over and over. One of the most frequent topics I've heard internally over the past two years is whether we need to adapt our Culture and Values.Īt first, every time I heard someone bring this up, I thought to myself "What? Why would we do that? Our Culture and Values are our greatest competitive advantage. In the face of all of this change, we've adapted and evolved across the platform, across our business, and across how we work. And the world has changed immensely for everyone over the past two years. However, LinkedIn has changed quite a bit over the past 13 years.
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The company has also never performed better. They've helped us attract thousands of new employees, re-attract hundreds of boomerang employees, and are what led to our approach to hybrid work. Culture and Values are the foundation for building an enduring, successful company. We first codified our Culture and Values 13 years ago and they are, without a doubt, LinkedIn's greatest competitive advantage. We just went through this process at LinkedIn, and after sharing it with our company last week and being encouraged by employees to tell the story more broadly, I wanted to share our journey. It's not easy, and it's not something to take lightly. As we start to come out of the Great Reshuffle, it's important for every company to be thoughtful and revisit their Culture and their Values.