Four Lessons Learned from buuteeq about Company Culture

3 min read
Nov 29, 2012

I'm building TINYpulse because I possess a passion to "make employees happier." I often get feedback from both employers and employees who use TINYpulse about what they like, don't like, and other general feedback. Their thoughtful responses and kind words keep us motivated to create a world-class offering that is simple, innovative, and impactful.

Recently, I received an email from Karen at buuteeq about how TINYpulse is spurring changes in their work environment. I must admit to getting goosebumps while reading it. Thank you so much for sharing your experience thus far.

buuteeq loves TINYpulse

From the piece, four key lessons really stuck out to me.

1. Myth of Open Door policy - I've had an Open Door policy at three startups and counting. As I think back, I can rarely remember any employee walking through that door. Regardless of how well-intending management is, it is just unnatural to walk through. As Karen pointed out, TINYpulse "creates an opportunity for some very valuable insight about employees to be uncovered; information that has the ability to change the culture of a company but would likely not be volunteered willingly by employees." I'm happy to hear that TINYpulse is able to fill that need.

2. Regular Recognition Rocks- I just attended a workshop yesterday, and the speaker asked the crowd what's the #1 motivating force for employees? He said that it's "recognition." It seems like the folks at buuteeq would agree with this since Karen states, "The cheers feature has been a huge morale booster in the buuteeq office." What is key is not just a hit-and-run recognition process, but a way to institute recognition in an ongoing manner that goes beyond just boss to subordinate. Anyone can and should be able recognize anyone. Karen adds, "It’s an inspiring way for employees to enter their weekend after a full, productive week knowing how valued they are in the company and how much a fellow co-worker has appreciated their contributions."

3. Proactive versus Reactive - One of the main tenants of the solution is that we TINYpulse out on a regular basis so management can be more proactive instead reactive with once-a-year annual surveys. I think Karen alludes to this when she writes that employees, "may feel embarrassed to be so candid or, they fear being perceived as a whiner if they criticize something about work. The problem is that this difficult to access information is exactly what managers need to know in order to give their employees a great work experience." Many employees have provided me the same feedback that they view TINYpulse as a safe channel to provide proactive feedback whereas in the past they would not know how to share their frustrations which leads to lower happiness, engagement, and retention.

4. Employees Driving - My favorite part about this post was that it doesn't mention the CEO or management at all. Instead the employees own the culture. I feel the sense of empowerment knowing that they can have dialogue to spark positive change. It's similar to the feeling I got when taking the Zappos tour. It felt almost surreal that the employees were owning and driving the culture and change. I think for a CEO, there must be no better feeling.

It's not easy to create a culture that attracts and retains A players. And it definitely doesn't happen by accident. It's great to hear companies, like buuteeq, striving to create and maintain such a vibrant, healthy, and positive work environment. Thanks for sharing Karen!




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