At HubSpot, we first defined and published our company values in 2013 with the Culture Code. Last year we published our Product Values to be more transparent, internally and externally, about what we value as a product and engineering organization. But one thing that’s become clear as we’ve grown (both in terms of size, scope, and global reach) is that candidates and employees alike want more clarity on what behaviors support those values on a daily basis.
There’s a lot of noise out there about the importance of holding onto the fabled “10x engineer,” who exhibits superhuman levels of productivity (and subhuman levels of empathy). But we want to combat the notion that there’s only one way to be an effective engineer, and that traits like proactivity, kindness, and teamwork don’t contribute to making an impact.
Our values are only as real as the degree to which they are personified in the code we ship, the individuals we hire and promote, and the leaders we value and reward, so the more context we can provide for people on the front line about the behaviors that are meaningful to our team, the more likely it is that we bring our values to life every day in the work we do on behalf of our customers.
The initial internal draft for this post riffed off an old post by Ben Horowitz on good and bad product managers. While useful and illustrative in its contrast, it reinforced the idea that there are “good” engineers and “bad” engineers and that those are either badges of honor (in the case of good engineers) or shame (in the case of bad engineers).