Diversity, Creativity, and the Healthiness of Start-up Culture

I’m reading Jason Calacanis’s follow-up post correcting that when he advised would-be start-ups to “Fire people who are not workaholics”, what he really meant was “Fire people who don’t love their work”. His second post sounds better, but if you look at his original list of money-saving ideas, many of them seem specifically focused around “facilitating” his people putting in more time.
What is Missing From His Start-up Culture
There seems to be a clear preference for people who are high-energy, high-output, long-hours types - and who enjoy that. So far that’s fine with me–I think people should choose environments where they thrive and if people are happy doing it then all to the good. However, I’m wondering a few things:
a) Is Calacanis is missing people who actually do love their work - and could contribute to the company in ways he doesn’t realize–because they don’t show up as people who are gung-ho “workaholics” and wouldn’t fit into that culture? My basic thought here is that a monoculture is not the best way to get the creative output.
b) Creativity demands periods of integration - “doing nothing” - breaks in output. If he takes those all out of his workers day, will they end up less creative, probably without realizing it?
c) Is the long-term health of the company going to suffer because these kinds of cultures are simply not healthy systems? They lead to role-engulfment (when someone accepts a role as a primary definition of their self) which leads to burn-out, which leads to turnover, which translates to loss of productivity and morale.
Is it Workaholism or is it Passion?
Contrast Calacanis’s list with 37signals workplace experiments, and their direct response to Calacanis’s post, Fire the workaholics. Their response is that workaholics don’t actually make good workers: they work harder not smarter, they burn out, they have skewed values which lead to poor judgment calls. I think that’s true.
However, I don’t think Calacanis is a workaholic. He is saying that he loves what he does, and I believe him because he says that it’s a game to him. Play. Workaholics do not find work to be play. They use work as a way to avoid feeling pain, and they do not get joy from it, only relief/escape from dealing with their problems. They work compulsively, not joyfully. Calacanis is saying he thrives in his work environment. Workaholics do not thrive by working, they cope by working.
So Calacanis is working because he loves it, but are his employees? And if they are, does he really need to encourage them to spend more time at work? I’m wondering if he really connected to how much he loves what he does, and carefully interviewed people to make sure they would be happy and thrive in that kind of environment, then wouldn’t he trust that they would show up and do more because they want to, because they love to, not because they are being “encouraged” to? That’s where his list comes across less clearly to me. I’m not sure if he fully trusts what he writes in his second post–because it seems like in the first post, he is not thinking of his employees quite like “game-mates” but rather like “production hands”.
Choice and Feedback
My interest, of course, is in how can everybody be happy. For people who want to be in a high-intensity environment, I want them to have that. For people who enjoy a more laid back environment, I want them to have that too. I don’t believe there is a one-size-fits-all culture. It’s OK for people to be different, want different kinds of cultures, find what works for themselves and help other people find their own place of play.
People have options. Calacanis says that he is doing people a favor by firing them if they are unhappy and/or not fitting in, and I tend to agree. What I’m left wondering is if Calanasis is doing himself a favor by firing them. Some may be legitimately not interested in a high-intensity workplace, but some may be responding to some fundamental un-healthiness in his corporate culture.









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