Office culture can make or break a business. Here’s how to find—and set—the personal boundaries that work best for your operation.
Q: Having a close team is important to me, but where’s the line between having a healthy culture and getting too personal? —BJ, KANSAS CITY, MO.
A FEW YEARS AGO, I saw the answer to this question play out in front of me. It was at one of our two12 events, where we’d assembled a panel of entrepreneurs to talk about work culture. Half of the featured entrepreneurs said they only hire their friends. The other half said they never want friendship to be the backbone of their business. And that pretty much sums it up: There is no right answer here.
However, I can offer a good way to think about it.
When you consider how to relate with your team, you’re really considering company culture. Some see culture as a by-product of competitive salaries, good benefits, and flexible working hours; others feel it’s about camaraderie, friendship, and retreats. As the founder, you have the ability to set the terms of your culture— including how everyone relates to each other.
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