Basecamp Lesson for Culture Leaders

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What It’s About?: Basecamp, the renowned, remote based company that ironically makes team collaboration software, recently had almost one third of company employees accept a buyout to leave. Why? On April 26, Basecamp co-founder and CEO Jason Fried, posted on his blog about some policy changes that would be happening at the company. The most controversial change was the organization would no longer be allowing its employees to have discussions about society or politics on its internal account. What followed was a wave of employees actively speaking out against the new rules, including talking about what led to them, and an apparently “too late” amendment from Fried and others.

So What?: According to the founders, who have written extensively about creating great work cultures, this was about focusing people on the mission of the company, and minimizing controversial distractions. However, to many employees, this was the co-founders going too far in muzzling employees from discussing challenging issues, mostly topics related to the organization; like Basecamp’s commitment, or lack thereof, to diversity and inclusion. A lightning rod for this controversy was public embarrassment resulting from the company acknowledging that some Basecampers had been for years, keeping and sharing a list of so-called “funny sounding” customer names for their own amusement. Geez! Anyway, the recommended policy changes by Fried, from most pundit’s assessment, was culturally regressive, and backfired.

Now What?: Leadership in all organizations should understand that wide open, collaborative, internal social platforms will result in employees talking about real life stuff during so-called work hours (whatever that means these days). When you give people a voice to express themselves, they likely will say things that are controversial and uncomfortable. Rather than closing channels when management hears or reads things that make them uncomfortable, it may be much better to let the crowd govern the rules of engagement. (This is when organizations benefit from having very clearly stated intentional values that become a bumper guard and anchor to guide behavior). It is probably easier to define respectful opinion for open sharing, than to try and define topics to avoid. It’s tricky. Employees will speak up more and vote with their feet if they are sidelined, or if the company is out of step with their personal beliefs and values. That trend will likely become the norm.

I asked my 14-year-old grandson what his thinking might be on this topic, and although just one data point, I thought it came with solid youthful wisdom: “If it’s important it’s likely worth having a conversation with three simple rules: Be respectful, open minded, and really listen.” Makes sense to me.

Think Big, Start Small, Act Now,

- Lorne

One Millennial View: No matter if we enjoy talking about society, politics, or neither, responsible adults on all sides do not like to be told what they can or cannot say and do. The NSFW (Not Safe For Work) list is common nomenclature, and we all understand this, don’t we? Isn’t that good enough? Hone your own ability to know the best time, place, and surrounding to discuss all things. It’s a valuable and appreciated skill.

- Garrett

Basecamp Lesson for Culture Leaders

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