7 years in the 7x7

Family, friends, teammates, 

Today marks seven years in San Francisco working on Patreon. I took a step back to do some thinking about the biggest lessons I’ve learned here. This started as a note to myself to help me crystallize my learnings. However, as I got to writing, I figured it might be nice to share it with people in my circle. Specifically, I wanted to share it with people I wish to be more in touch with. Maybe it would spark an interesting reaction, conversation, or check-in. So here I am, posting and sharing some lessons learned. The lessons are more simple than I expected, but at the altitude I’m reflecting at, maybe that’s how it should be. Perhaps the simple lessons matter most. 

My favorite leaders bring high performance and compassion to the table, and those two things are not mutually exclusive. 

The best bring both with ease. When someone cares about you, they expect greatness and they push you to accomplish more than you thought possible. Great leaders want to use their limited time on earth to accomplish meaningful things for the world, and it’s their natural leaning to want the same for you. They lead with head and heart.

Be an energy giver. 

This doesn’t mean you must be outgoing to be successful. It means you have to be purposeful about the energy you bring to each interaction, meeting, and problem. Whether it be starting a meeting with a quick game, bringing donuts for a team, or packaging an insight clearly, the best folks are thoughtful about what they bring to the table. They don’t view themselves as participants, but as culture creators. Create moments, and you will be invited back the next time. 

Patreon’s Head of Data Science, Maura Church, is outstanding at being thoughtful about the energy she brings to a meeting. When you see Maura’s name on an all hands agenda, you know those 10 minutes are going to be up-beat, energetic, memorable, and succinct. Before Maura runs our Monthly Business Review meeting for ~40 attendees, she’s messaging with me to determine the perfect ice breaker for the group. We’re having conversations together to ensure we bring the right energy and takeaways to this important review of company performance. Maura’s awareness of energy and desire to contribute instead of participate make it so that everyone wants Maura in their meetings. 

Investments in written and verbal communication skills are the best bang for your buck.

While we all hope that it’s the best ideas that get worked on, I’ve often found the ideas that get prioritized are the ones that were best communicated. If you’re not sure where to start in your skills development, start with communication. Learn to bottom line your communication by leading with what’s most important. Write down your recommendations so that you’re forced to think more clearly. Share the why behind your decisions whenever possible. Write without bullshit.  

Warren Buffett said it best, “You can have all of the brainpower in the world but you have to be able to transmit it. And communication is transmission.” He’s also shared that you become 50% more valuable when you learn to write and communicate in person. I whole-heartedly agree. 

Operating with a growth mindset improves your chances of success, and makes you more pleasant to be around. 

Folks with a growth mindset have unshakable curiosity and an insatiable appetite for learning. When something goes wrong, they first ask, “How can I grow from this? Where might I be part of the problem?” These teammates understand that if they are part of the problem, they are also part of the solution. 

Patreon has done a nice job hiring for this value. I really feel like I’m surrounded by people who are genuinely curious, embrace challenges, and love to learn. I remember in Patreon’s early days, we had buckets of troubles. Payment processors were threatening to turn off our processing, we had content policy issues, and on a particularly tough week, I remember looking over at our Head of Finance, Carlos Cabrera. He smiled and said something to me like, “Wow, T, we’re going to learn so much while we work through this. I wish we were having even more complexity this week because that would push us even harder. The messier the problem, the better.” And the crazy thing is, he believes every word of that. What a gift to work in a building with people who think this way. That much growth mindset in one place becomes powerful (and way more fun), and I attribute much of our success to it. 

In growing companies, you have to be ok with your earlier work being ripped apart. 

It took me a few years too long to learn this lesson, but eventually I came to realize that if someone is bashing my earlier work, that’s the ideal outcome. People get hired because an area wasn’t getting enough attention. Oftentimes, I was the person deciding to hire the new role and I would still take it personally when they tore out my old systems. The first dozen times, it hurt, but I eventually put a name to this problem and the hurt went away. Our CEO Jack and I came to label this situation as the “you’re the handbook person!” problem. It was inspired by a harsh critique of an early version of our employee handbook, by the person who was there to improve our handbook. This wonderful teammate couldn’t believe what bad shape our employee handbook was in! And they let us know it. Now when this happens I just silently say to myself, “You’re the handbook person, here to improve our handbook.” 

Make the other person feel amazing when they’re giving you tough feedback. 

I’ve found that the best leaders actually build trust and strengthen relationships in conversations about critical feedback. My highest performing teammates view feedback as a gift, no matter where it’s from and no matter when it comes. Why? Because feedback is just that. It’s a data point on how one person feels, not “the truth.” And depending on where it comes from, you don’t even have to make a commitment to act on it. If that’s the case, shouldn’t you collect as much data as you can to guide your behavior? 

I pay special attention to how I act when I’m receiving critical feedback from someone else. I learned to prompt myself with: “How can I make this person feel amazing right now while they deliver this tough news to me?” Because I know if I can do that, they will come back to me with more feedback down the road. And why would I rob myself of extra data points about how my decisions or behaviors are landing on those around me? Don’t rob yourself of future feedback by getting on the defensive. Lift people up and thank them when they come to you with tough feedback. 

Bring diversity, equity, and inclusion into your workplace and life. It’s right for the world, and will enhance team performance. 

San Francisco is the best place for having your eyes opened a little wider. Over the last decade I’ve realized how many opportunities I’ve been afforded that never show up for others. We all have a responsibility to use our positions and resources to lift up those around us who haven't been given the same chances. 

Optimize for positive impact on the world, not stress or struggle minimization. 

I’ve known since I was 16 that I wanted to help artists and creators make money and it’s still my north star after all these years. The deeper I go, the more I want to make things right for creators. 

I love and respect the creative class with my whole heart. They are trailblazers. They create something out of nothing, so that we can feel more attached to the earth and more connected to each other. Creators take the unknown path so that we can feel more inspired and have an enhanced human experience. I’ve been looking for 30 years, and I’ve yet to find anything as satisfying and refreshing as a good story or work of art. To play a tiny part in creating income and sustainability for these trailblazers has been an unexpected honor. 

Ok, the lesson — Raising venture funding is hard and comes with high expectations. Working with the best and brightest is hard and comes with high expectations. Being a leader in 2020 is hard and comes with high expectations. This means you’re going to have tough days. You will need some greater purpose to help you get through it. If you’re not on board with your company's greater purpose, notice that and ask yourself if you’re at the right place. 

Most days at Patreon are quite fun. And, some days are not. On those particularly rough days, I feel like I’m trick-or-treating, but instead of candy at each door, I’m given a new jaw-dropping problem every 30 minutes that is a complete punch in the gut. It’s on those days that I feel lucky to lay my head on my pillow at night and say, “I’m willing to struggle to make this dream come true. We’re building something that is inarguably good for the world, and I would prefer that over an easy life.” 

Teammates, current and former, thank you for being a part of these lessons. And if you made it this far, thank you for reading. Please reach out and say hello. That would be the best 7 year gift I could receive. 

Onward, 

Tyler

PS I’m considering writing more. My thoughts on that are available here and I’d love to have you join.