David Baum Article - December 8 2018.docx

emotional maturity they developed, they considered opportunities less based on want and more on feasibility. 2. Can we do it? Does WE have the resources, the skills and the overall capacity within the organization to deliver on the opportunity at a high level? Does it have enough staff to deliver the project in a way that’s healthy for them? Will the opportunity take away from other more important deliverables? 3. Should we do it? Just because the organization could execute the project, doesn’t mean it’s the right fit. Does the partner share WE’s values? Is the opportunity in line with WE’s mission? Will it provide the most impact for the time and resources WE needed to invest to make it happen? To ensure they could say ‘yes’ more confidently and more often, the organization went from a mission first mentality to a people first philosophy. This meant focussing on better supporting employees’ physical and mental health, onboarding well-established experts with specialized skills, leadership and management training for existing staff, and an overall understanding that working smarter was more impactful than working harder. The organization was growing up, figuratively and literally. Many members of the original staff, including Marc and Craig, were having families and better appreciated outside demands on employees. Just as the founders of tech companies are intimately involved in every detail and decision related to their business, so too were Marc and Craig when it came to WE. But as most tech founders also learn, there are benefits derived from delegating and stepping back from day-to-day operations to focus on the bigger picture of creating more and more impact. This brings us to modern-day WE, where work and sweat are no longer the sole measure of commitment. The focus now is on results; increasing impact. And WE knows better than most of its peers that the way to maximize impact is by striving to be a world-class organization. Organically, and strategically, WE is moving from a pure “accountability” culture to one of “people development”. This is the jump from “mission first” to “mission and people first”. They have been, in a variety of ways, asking the question, “How do we move our work and our people at the same time--to become the organization, in any way we can, that develops and grows it’s staff?” WE has given its home grown leaders hundreds of hours of leadership training and personal coaching. It has hired best-in-class sector experts in areas like IT, Strategic Planning, Human Resources and other critical specializations. It has created additional layers of leadership with mature systems of growth. With 75% of its employees falling into the millennial demographic, there is a strong focus on retaining and supporting this notoriously restless employee group. To that end, WE provides competitive salaries and unique benefits including travel opportunities, free gym memberships, on-site yoga and meditation classes, and a wide range of health and dental coverage. Stage 4: Reassess and mature

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