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We do this by building a new health system that is preventative, personalized, and performance-enhancing, bringing the best of of health into one place.
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Culture informs how we act. How we act determines whether we achieve our mission.
We want to act in a way that maximizes velocity: speed and direction. Therefore culture helps us move faster in the right direction. Just about every principle here serves that goal.
The logic:
Culture → action → speed & direction → milestone → mission
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Culture has to be intentional and carefully stewarded.
Culture cannot be created alone. We all play an active role in shaping culture.
Culture should change over time based on which behaviors we need in the moment – remember, culture is about how we act and behave.
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We don’t do much ‘management’ at Superpower. Instead, you need to be self-managing. This can be a shock initially but empowering eventually. We hire great people and expect you to proactively care enough to do great work. To “act as an owner”.
How do we create a culture of ownership and empowerment?
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First, we only hire A-players. We maniacally hold a high hiring bar and do not compromise. It’s fun and productive to work on a team of only A players.
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Second, we build systems and culture where you can be empowered. We expect you to ask “how would I act if this were my company?”
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Third, we are radically transparent and provide massive context. We give you what you need to understand the why. You should understand how your actions link to metrics which links to strategy, which links to our mission.
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You can grow quickly at Superpower. We focus not on tenure or experience but on contribution.
If you contribute, you will get rewarded. The majority of equity issued in company history has been to people after 6 months mark of consistently great work.
Read ‣.
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Everyone at Superpower is an IC.
Being a ‘manager’ at Superpower doesn’t mean delegating and sitting back. It means being relentlessly in the weeds taking action.
Example 1: Today I have done a lo-fi draft of a landing page, written a culture doc, written a marketing doc, made a proposal around affiliate strategy, written 8 angles for paid ads.
Example 2: In the past month, Ajay has redesigned every screen of our product and IC’d our landing pages.
Example 3: Shaun is always in the weeds of RX, in the early days, even hopping into customer support and owning a manual customer CRM, despite being hired as a “VP”.
Example 4: Hannah still does a large bulk of the design work for every department in the company, constantly hopping around to find the places that need support.
If you haven’t, read Founder Mode by Paul Graham.
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As a cult If Superpower were a cult, there are several mantras we’d chant:
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Feedback is a gift. It helps others and the mission. Failing to give feedback is equivalent to not caring about others and the mission.
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When giving feedback, the most important thing is giving it from a place of genuine care, love, and desire for someone to improve, not from a place of frustration.
Some other recommendations for giving feedback:
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When receiving feedback, the key thing is to appreciate the feedback giver. You don’t have to agree; you can discuss the feedback; not all feedback is correct — but you must appreciate the giver rather than recoiling in anger or defensiveness.
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Finally, replace gossip with feedback. If you gossip, clean it up by messaging those involved. If you receive gossip, tell the sender to share it directly as feedback.
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These are the principles we use every day. The principles are part of our lexicon and how we work together.
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