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Lessons Learned Growing Moz by
Rand Fishkin Download: http://bit.ly/growingmoz Moz has had both great success and frustrating failure over the last 10 years. With the benefit of hindsight, we can examine those experiences and extract learnings to help avoid the mistakes and repeat what worked.
Oct. 2008: We Release Our
First Link Index The launch and ensuing customer signups helped us regain profitability http://moz.com/blog/announcing-seomozs-index-of-the-web-and-the-launch-of-our-linkscape-tool
2009, 2010, & 2011: We
Try to Raise Money Three More Times… All End in Failure Email from an investor telling me not to worry, just days before they pulled out of our signed term sheet http://moz.com/rand/misadventures-venture-capital-funding/ and http://moz.com/blog/seomozs- venture-capital-process
Via: http://moz.com/rand/what-company-culture-is-and-is-not/ What Does “Culture
Fit” Mean? What Culture Is Not • Whether you rock climb/surf/ hike/watch NFL/etc • What kind of movies you like • Bean bag chairs • Nerf gun fights • Catered lunches • Mashed potato sculpting contests judged by your auditors at Deloitte (yes, we really did this at Moz, and it was totally fun) What Culture Is Shared Values Shared Priorities Stylistic Cohesion ValuesMission & Vision Hiring, Firing, & Promotion Criteria Cultural Fit =
Less Catchy, Better Advice: Hire
slow. If you have to fire, do it with a consistent, empathetic process. - Moz Why? Because consistency in evaluating people and giving them time to improve is essential to maintaining your reputation internally & externally. When firing happens fast, you create an environment of fear, uncertainty, & mistrust.
Those who think highly of
themselves are very hard to work with, and those who don’t think about themselves lack self-awareness. In my experience, both confidence & arrogance are correlated w/ poor results, while self-deprecation is often correlated w/ the right kinds of humility.
Moz’s Core Values: TAGFEE Transparent
Authentic Generous Fun Empathetic The Exception We share what we do, what we learn, and where we struggle openly and honestly. We will be our true selves, never masking our beliefs for commercial gain. We seek to give without thought of return. Work is only work if you make it so. Our most important value – we strive to infuse our work with respect for the emotions & experiences of others. We strive to be the exception to the rule, and to take the path less traveled.
When things go well, values
are easy. When things get rough, values are important. “The core values embodied in our credo might be a competitive advantage, but that is not why we have them. We have them because they define for us what we stand for, and we would hold them even if they became a competitive disadvantage.” - Ralph S. Larsen, CEO of Johnson & Johnson http://www.jimcollins.com/article_topics/articles/good-to-great.html
Core Values Are the Glue
that Holds Vision, Strategy, Team, & Everything Else Together. http://moz.com/rand/vision-based-framework/
The Price of Success is
Failure after Failure after Failure* * Hopefully, each of those failures provides an opportunity to learn.
1) Moz is by no
means perfect. Critical Caveats: 2) Getting this stuff right in no guarantee of success. 3) These lessons may not apply to every company. I share them only in the hopes that you won’t have to learn them with the same pain we did.