Last week a Facebook friend posted the below video. It's the full talk given by Ben Chestnut, CEO and co-founder of MailChimp.com, to a group at the Piedmont Park Conservancy in Atlanta. It's a long video, but it was the slow weeks of December so I was able to watch the whole thing.
Chestnut believes there is a great difference between "doing what you love" and "loving what you do." His example: if you love to bake and you open a bakery eventually the business part of it is going to suck all the loving out of baking. (He said it more eloquently.)
“It’s not about doing what you love, but loving what you do. Love what you do, be really good at it, and success will ﬁnd you.”
Instead of getting hung up on the "dream job," sometimes you just have to look right in front of you and make the most of it. Create projects that drive you.
Ben sets up a work environment where this can happen. As a manager he has to embrace the chaos to get the best work out of his employees.
The culture of giving people “permission to be creative,” has been one of the keys to MailChimp's success. In fact, the company often finds "Easter eggs" in its own website design because of this. In the tech world, an Easter egg is a practical joke or a hidden bit of content that gets included in the finished product, and they are so named because users have to search for them.
Below is an excerpt from the Fast Company article, Chestnut's 5 Rules for a Creative Culture
1. Avoid rules. Avoid order. Don't just embrace chaos, but create a little bit of it. Constant change, from the top-down, keeps people nimble and flexible (and shows that you want constant change).
2. Give yourself and your team permission to be creative. Permission to try something new, permission to fail, permission to embarrass yourself, permission to have crazy ideas.
3. Hire weird people. Not just the tattoo'd and pierced-in-strange-places kind, but people from outside your industry who would approach problems in different ways than you and your normal competitors.
4. Meetings are a necessary evil, but you can avoid the conference room and meet people in the halls, the water cooler, or their desks. Make meetings less about delegation and task management and more about cross-pollination of ideas (especially the weird ideas). This is a lot harder than centralized, top-down meetings. But this is your job -- deal with it.
5. Structure your company to be flexible. Creativity is often spontaneous, so the whole company needs to be able to pivot quickly and execute on them (see #1).