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Closed Circuit Commons: SF v NYC

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(Mailboxes for 20 at a downtown Hacker House. Thanks for the warm welcome Adrienne.)

At 8:30am on Market Street or Mission, you’ll see a number of people hurrying into buildings but no coffee carts selling $2 steaming cups or donuts on display. No line around the block for Starbucks or Dunkin Donuts. The commuters are on their way, unencumbered with hot coffee or an almond croissant. Why would they stop outside when there are baristas brewing Blue Bottle 30 feet from their desk, and at no cost to them? How could a cart or a deli survive when competing with free food and drinks within reach of these hard working (and well paid) Internet workers? 

Lots of community in SF is locked inside. Twitter HQ is contained within a tall building in the middle of Market Street. Facebook has a campus accessible only by car or bus. Even smaller companies are holed up in offices away from street view. From the outside, you would never know there were so many builders inside.

Visiting from New York City, a place that often requires dodging people on sidewalks or hurrying to nab the last empty bench in the park, it feels desolate. Even the neighborhoods at 7pm have stillness about them. This is not a city without people, it’s just they convene out of view.

Campus living

On Tuesday night, I attended an event at one of the Campus houses, a hacker townhouse with 20 bedrooms, two kitchens and a sizable patio. Walking up, I wasn’t sure what to expect. It was a nondescript townhouse on a quiet street. No signs from the outside. No open windows with talk wafting into the streets. I was buzzed in and immediately immersed in a bustling community of people talking, eating, and sharing inside. There were 30+ pairs of shoes by the door and numbered mailboxes in the entryway. Behind one front door was an entire neighborhood of creatives, builders and entrepreneurs.

As rent increases and demand outpaces supply for rentals, community living makes sense. The campus rent is around $1000 per room month, reasonable for a place downtown.

Cheap rent isn’t the only upside. A drone entrepreneur, living in a different hacker house, told me about the freedom community living gave him. He lived in SF for over a year but never in a permanent place. He floated from hacker houses to Airbnbs for weeks at a time. He said he kept few possessions, expect for a motorcycle. It enabled him to move on quickly and to commute from anywhere without the concern of available public transpiration. If he decided he wanted to move across town or to another city, he could decide on a whim. Own nothing, just float.

I could relate this this. I’ve done this myself as a sublet in NYC, Chicago and LA for a few months at a time, just brought a suitcase and found a sublet with furniture included. It helped me decide whether I wanted to choose that neighborhood or another. The difference was, the maximum number of roommates I’ve had at one time is 3 people, not 23. I had acquaintances at each place, not a built in community.

New York City Commons

In New York City, if I wanted to spend time with 23 friends at one time, we’d have to meet at a park, a bar or an office space that had the luxury of all of that room. Small common spaces within NYC apartments (or at least the ones $1000/per month could buy you) limit the amount of community that can be contained behind closed doors. Our personal communities spill onto the streets and public places.

Even office culture can be seen buzzing outside throughout the day. Few companies offer free cafeterias, so entrepreneurs have taken it upon themselves to develop in the commons. More restaurants, food trucks and pop-up street food vendors arrive around business districts. Even small shops that survive on delivery are apparent with delivery bikes momentarily chained up outside office high rises. More demand, more supply is created that benefits everyone who lives in that area.

Businesses are building behind computer screens but their people are fueled by the buzzing city outside their company walls. The ecosystem is easy to see from any street corner.

High Quantity Collisions

Zappos’ CEO Tony Hseih believes “the best things happen when people are running into each other and sharing ideas.” That’s where the ideas live, in people living within the same space. So much so that he’s built all of the Downtown Project on this vision, maximize collisions and accelerate serendipity. More creativity happens between diverse perspectives than in unified ones. To get involved, just start spending time in Downtown Las Vegas, the community is visible in desert daylight.

There is more of a closed commons culture in SF. The mechanism for people being together is there but it’s in protected communities. Like Twitter’s cafeterias, coffee bars and common work spaces or Apple’s mandate of only one set of bathrooms in the center, in order to encouraged people to make eye-contact and make things happen – these are taking the idea of the commons into private networks. Only Twitter employees or Apple employees will be part of that commons. Everything outside of those walls, stays outside.   

Open Circuit v Closed Circuit Collisions

Collisions are a good thing, but should they happen in a closed circuit? If you take a private car or bus to your office, eat breakfast, lunch and dinner inside, and only walk from your office door to your private transportation out, are you part of that city? You may spend more time with colleagues but is that enough to create more meaningful creative collisions? Should only company employees collide or should there be more invested in the commons like in Las Vegas & NYC? I think the former may be great in the short term, but the latter is a way to help develop great cities in the long term. 

Maybe we should have more hacker houses in New York City to help new creatives float in, even just for a little while.  In San Francisco, maybe there should be more public, street-level coffee shops supported by big company employees (even if employees drink free). Giving back to city commons helps the whole city rise. 

Rise of Collaboration KPIs

(Photo: Splice in action, source: Billboard.)

Two weeks ago we kicked off the first Product Management Summit of 2014. It’s an event we hold twice a year for a full day to bring together all of the Product managers from the USV Portfolio. The goal of these summits is to provide portfolio peers a place to share best practices, lessons learned and tools that make the biggest impact. Given the diversity of perspectives, I always learn a ton from these events. 

As a way to give more insight about each company, we always start the day with introductions and a question. At this event we asked each Product Manager to share one of the KPIs that they are currently focused on.

As you would imagine, most product KPIs revolve around user growth, downloads, content consumed, and revenue growth. Now one KPI that surprised me was from Splice, it was “number of collaborations”.

This makes sense, Splice is a platform that allows music creators to share pieces of music in order to collaborate to make a final song, but it’s the first time I’ve had a company mention collaboration as a KPI.

Now, collaboration is a not a new thing, especially not in music. Many songs on Soundcloud were collaborations between multiple people, they just didn’t happen on the platform. Since Soundcloud isn’t a tool for creation, they wouldn’t measure number of collaborations, only completed songs. Shared works in progress and final products have a home on SoundCloud, but not the process in between. 

Building a platform focused on multiple people working together brings up some interesting challenges: 

1. Collaboration already happens, why is it a problem to solve?

Most collaborations happen offline. Co-creating in the open is challenging and there aren’t many tools that help make it easier (yet). The Postal Service got their band’s namesake from sending files to each other by mail. Now with digital file sharing, files can be shared in an instant but usually aren’t shared publicly. And even if they are, it requires a purchase of closed software like Abelton on both sides to open or change the file. 

2. Collaboration as a digital workflow can be clunky.

If you work on a team of more than 5 people you’ve probably used a tool to collaborate on a project. Whether it was Google docs, Asana or Pivotal Tracker, members of your team likely had to make adjustments to their regular workflows to participate in the collaborative workflow. If everyone isn’t using the same tools, it’s harder to work together than defaulting back to email. 

3. Roles and responsibilities are undefined and changing. 

If you’ve used a digital collaboration tool with your team there is usually a clear definition of who’s on the team, what they will work on and what the end goal is. With an open collaboration platform, people can collaborate with people they’ve never met. The only unifying incentive would be the final product, but that can be largely undefined until work begins. 

4. A social network built on differences.

Facebook and Linkedin, are social networks based on people you know. SoundCloud, Twitter and Wattpad are a social network for people with shared interests.  On a collaboration platform, it’s a social network of strangers who have different, but complimentary, skill sets. If everyone was the same, it may not create interesting collaborations. It’s the fact that individuals find people who are different than them that makes it work. 

5. User acquisition should come in twos. 

For most social networks user acquisition is very much a single player. If you acquire one customer and they start using the product, that is a win. With a collaboration network, you need at least two people. If people were able to collaborate without the platform, why wouldn’t they do that? There isn’t really a ‘single player mode’. You need two people working together to consider it a win. 

6. Convert teams but encourage side projects. 

There will be existing teams that use a collaboration tool. It might be harder to get those team collaborations on platform because they probably already have an offline workflow to complete tasks together. Github is a great example of a collaborative tool that teams love. Developers get hooked on the tool at work and then expand to use it for themselves to work on personal or open source projects. 

7. Skills make the team, acquire talent to fill gaps. 

The ideal customer for a collaboration network is someone that has an underutilized skill and wants to collaborate with other people. Or someone who has a project they started that is missing something. They key is to help surface these skills or projects to the network to encourage collaboration. A customer must know what they are good at and how they can contribute. That can be a harder target to hit with user acquisition since it could be very open ended. If the person who started the project already knew someone who could help complete it, they could’ve brought them on. 

Closing thoughts:

I’ll be curious to watch as more collaborative companies figure out the best way to grow their collaboration KPIs. From Splice to Scratch, Github to Assembly, the next wave of social is emerging. This time it’s about bringing together strangers with complimentary skill sets, not just shared interests. Where else have you seen this happen? 

Who are your diversity ambassadors?

In the tech community there has been a lot of talk about diversity, gender ratios and the trouble with homogenous perspectives. Equality is always a worthy topic and should be a constant topic until we find it.

The challenge with reading a lot about these issues is that they teach us more about what not to do than how to encourage the right things.

How do you empower all employees to be part of the solution, not just police bad behavior?

When you’re growing your company, you need to find people with the skills where you have holes. That requires you to seek out people unlike the current people on your team. Diversity makes sense.

I’ve heard more conversations about how to be mindful about diversity as an organization grows. One common question is, how do you take action and empower all of your employees to participate? The answer is different for every company but the best place to start is by taking inventory of what’s currently happening:

  • Do you consider your team diverse or homogenous (diversity goes beyond the physical, it’s background, education, experience: work or worldly, viewpoints, and beyond)? 
  • Is there someone currently taking the lead on ensuring there is diversity on the team?
  • Has this person become the default diversity ambassador? Was it given to them by default based on their ‘diverse’ qualities? Did they choose that role? Did you?
  • Who speaks up when something is offensive? Who shakes their head when a rude joke is made?
  • Who notices when the team is too similar?
  • Who is doing outreach to diversity groups?
  • Who’s asking the question: Why don’t we have more men on our team? Why don’t we have more women?
  • Are there people who might feel excluded who currently work at your company? or who want to work at your company?

Take inventory.

Who do you believe is doing a good job? Is it one person? Are there multiple people? Are you one of them? These are your diversity ambassadors.

Diversity Ambassadors are great but they can’t do it alone. They can’t be in every conversation. They can’t be the only ones on this mission. It won’t work.

Everyone needs the diversity ambassador mindset.

If everyone has the conversation, it doesn’t fall on the minority group to speak up for minorities. If everyone in your company knows that people should be treated equally, everyone will participate equally in upholding the mission.

Start the conversation in your company. Use a public forum or an anonymous survey. It’s up to you but have the conversation:  

  • Does this feel like an inclusive workplace?
  • Are there things we do that might make team members feel excluded?
  • Do you think there are candidates who would feel uncomfortable working here?
  • Are there missing perspectives about building the team? about building the product?
  • Do we have perspectives on our team who are similar to our customers? 
  • Are there customer perspectives that are underrepresented on our team?
  • Do you have ideas on how we can improve our workplace?
  • How as a team do we work to solve this?

This can make people uncomfortable. It can be an awkward situation for any group that feels under- or over-represented. And there likely isn’t an easy answer on how to solve it. But it’s a future worth working towards.

A number of these discussions have already started. I’m curious to hear what you’ve seen work well or go wrong within your organization. Please let me know in the comments or on Twitter.

Landing a job in VC: Pick Yourself

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You miss 100% of the shots you don’t take. - Wayne Gretzky

When asked about how I ended up at Union Square Ventures, I tell the truth: “I fell backwards into it.”

In the fall of 2012, I was working on building Incline. Our inaugural class was in session and I was spending 90% of my time working with technology companies in NYC to fill their open positions with technical veteran candidates. By the end of the class we had 80 hiring partners signed up from the fastest growing startups to established media companies, like the New York Times and Time Inc., who were growing technical teams.

A few days after Thanksgiving I got a simple email from Joanne Wilson, an amazing supporter from my gtrot days and beyond, introducing me to her husband Fred Wilson. The email said, “He is interested in talking to you about some possible opportunities.”

Our email exchange: 

Fred: “We are seeking to hire someone to run the USV Network

I realize you have your own startup and aren’t looking for something new

But we would love to talk to you about this opportunity.

Would you be willing to come to USV this Friday to meet with my partner Albert and me?

Me: “Not quite the email I expected. Friday morning works for me or I can adjust a few things in the afternoon.

Fred: “yeah, i was pretty sure it would strike you as ‘out of left field’

I quickly scrambled to learn more about the opportunity which was never listed as an open position. The only mention of the role was the from two years prior when they hired the first GM of the USV Network.

I immediately emailed Christina who just finished her two year rotation at USV. She was kind enough to hop on the phone to answer my questions. She also put me in touch with Gary, the current GM of the USV Network who was leaving to start his own organization. Gary met me for coffee the next day and shared more about the role (while stealthily using the time as an interview).

The 48 hours between getting the introduction email and showing up at the USV offices to interview for a job were strange. I never applied to a job or really thought about joining a VC firm. And to be honest, after starting my own company, I really didn’t really know if I would ever be able to work for anyone else. 

I asked why they contacted me. Fred and Albert told me they never posted the job but asked their existing portfolio for referrals where my name came up a few times. I was flattered. I credit it to knowing a number of people in their portfolio through my work with Incline at the time. 

After a great discussion about the role, the firm and the option to continue running Incline on the side, I decided to join the firm.

I’ve now worked here for 14 months and I love what I do. The GM roles are no longer rotational like the 2-year analyst roles, so I’ve got a few more big things I hope to accomplish here.

What’s funny about this to me is that looking back, I don’t know if I would’ve applied to the GM role if it were posted. I don’t think I would’ve picked myself. I would’ve convinced myself I wasn’t ‘right’ or didn’t have the skills or pedigree from an Ivy league school.

Thankfully it wasn’t up to me to decide if I was right for the role. I could have very easily missed the opportunity to learn so much from the USV team and USV Network at the hand of my own fear.

Don’t miss out on a job, a new venture, a degree, or an opportunity because you don’t pick yourself. Be bold.

If you are interested in joining the team at USV, we are running an open process for the next analysts. We don’t require a resume, just that you tell us more about yourself in two quick video answers. I hope you pick yourself or encourage someone else who wants to contribute to NYC Tech and USV. Apply here

How early stage employees ask for help

You’ve been #hustling for the past year at your startup. Your team has doubled and doubled again. What was once ten people huddled in a makeshift office is now a group of fifty people collaborating to make this one idea into a ‘real company.’ 

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Grind/Dream poster by Joey Roth.

You’ve never been more excited or more exhausted. You stop to look back at where you were a year ago and are shocked at how little you knew. You took on budget or human resources or design or mobile because someone had to do it. You stepped up to the plate and you did the best you could. You helped get the company where it is today. Although you probably don’t hear it as much as you’d like from your CEO, thank you. Thank you. You are a part of what got the company here today.

The high from looking how far you’ve come quickly wears off when you look back at your inbox. Messages about that upcoming deadline. More engineers coming on board but not enough budget to add more hires who aren’t building the core of the product. You’ve added two people to your team but you still feel like you’re absorbing every loose end. You are the person who took on every challenge before, so why should that change?

Yes, you’ve found yourself reading a blog post about employee burnout but then you catch yourself. Burnout is for other people. Burnout is for people who don’t sleep more than 4 hours a day. Hm, maybe you should read do a little research on how people get by with 4 hours of sleep, you could do that just for a little while, right?

NO! Less sleep is never (#hustle mindset: rarely) the answer. What you need help with is reprioritizing. You have too many things on your plate that you can no longer see what’s important. There is no way that you’re doing an excellent job at too many things. It’s impossible.

How do you prioritize when everything feels business critical? First, not everything is business critical, and if it is, then why aren’t any of the other 20-50 people on your team working on this? Everything is not business critical.

Take a deep breath. Say it with me now: “Everything is not business critical.” Repeat it until you believe it.

Now, how do you know what is business critical? Make a priority list by using three questions:

  1. What am I working on?
  2. What should I be working on?
  3. What would I work on if I had more time?

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