Melissa Tan: belief

Transcript context

…100%. That's an incredible roster. So here's the question. What are some of the most common ingredients you've seen across these teams, which from an outsider's perspective seem quite high performing? I think it first starts with the team having a really clear goals. They need to know what success looks like. And often I think that's for growth teams in particular, it's always really clear, "Hey, we need to hit certain metrics. We have certain goals for the quarter and for the year." And then also having a mission. So the mission's all about the why, right? So an example at Webflow is we have our growth team gold on ultimately the North Star is ARR, Annual Recurring Revenue. And then you break it down into the levers that drive ARR, the leading indicator, so that could be activation rates, the number of customers you bring in, et cetera. And so each team has really clear goals. And then we have our mission. The why. Our mission, the why we do it is we want to build these delightful experiences for our users. We want to support them on their journey on the product. And the reason why the what is monetization is that's just a good signal that people find your product valuable, especially if they're consistently paying you and they're retaining. And then the other thing that I think is important is culture. So how are you going to do these things? When thinking about culture, obviously it depends on the function and the culture you want to set there. For me personally, the type of culture I try to set for the team is one around being really results oriented. So something that someone on my team was saying the other day is you always make it really clear that we're going to be measured on impact and that's like how we are ultimately measured as a team. And so really creating that results oriented team. Also, a team that's very team first and collaborative. I think when you have very clear goals, when it's very results-oriented, you could potentially be in a situation where people feel they're competing against each other and you just don't want that. You actually want folks on the team to help each other out to share learnings. I think that's what ends up being like a situation where one plus one equals three. You're not locally optimizing but you're thinking broader about the team and thinking beyond yourself. The third thing is really this ownership mentality. Something I directly saw at Dropbox is when we were a smaller company, everyone just felt a lot more ownership in accountability because there's just nobody else. You're wearing five different hats. You have to do it. As you scale, it's really easy to suddenly feel like that ownership is diluted. And so something I always try to keep in the team, it's a feeling that we're owners and that really proactive mindset of how am I going to solve this problem? I'm blocked by this team, what am I going to do about it? And just being people that have strong sense of agency. And then lastly having fun. I think that especially in high pressured environments, easy to get stressed and all that stuff. ing to do about it? And just being people that have strong sense of agency. And then lastly having fun. I think that especially in high pressured environments, easy to get stressed and all that stuff. And at the end of the day, this is very personal me, but the more fun you can have, the better everything is. And so just making sure you're infusing fun along the way and you're not taking things too seriously.…

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