The culture of process
summary
Argues that process becomes culture when it answers specific problems and shows measurable results, not theory. Gives concrete moves: a daily text standup to make presence and blockers visible, a shift from a few burned-out interviewers to hiring rubric and pooled allocation that raises hires from 8 to ~25 per quarter, and iterative onboarding experiments where each new hire improves the next. Emphasizes framing changes as experiments to reduce resistance.
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chapters (6)
- 0:00Start
- 5:17Rebel: resists all expectations.
- 8:10Process as an agreement about how we work.
- 9:08Process as a way to answer questions.
- 14:01That time we Scaled Hiring
- 17:30That time we Experimented (on each other)
