Created with Sketch.
48 minutes | 5 years ago
13: Happy People is the Goal (with Aubrey Blanche)
A conversation with Aubrey Blanche, the Global Head of Diversity & Inclusion at Atlassian. Plus, we chat about Buffer's family leave, our teammates who are parents and Buffer babies!
45 minutes | 5 years ago
12: You Don't Have to Code (with Ariel Lopez)
Talking with Ariel Lopez, the founder of 2020Shift, which guides minority millennials into hybrid tech careers. Also we chat about Buffer's transition from a startup to a scaleup.
48 minutes | 5 years ago
11: #1 Sink Cleaner (with David Cancel)
An interview with David Cancel, a serial entrepreneur currently working on his fifth startup, Drift. Also: We chat about Buffer's experiment with self-management.
44 minutes | 5 years ago
10: Feedback is Hard (with Jacob Shriar)
At OfficeVibe, Jacob Shriar has interviewed tons of companies about their unique cultures. Now he shares some common themes that great workplaces have in common. Plus, we talk about feedback - how to give it and receive it in a healthy way.
46 minutes | 5 years ago
9: The Only (with Christina Morillo)
Talking with Christina Morillo, the founder of Women of Color in Tech Chat, about how it feels to be "the only" at work. Plus: We chat about empathy in customer service and how to meet customers where they are.
47 minutes | 5 years ago
8: The Give Hugs Rule (with Ai Ching Goh of Piktochart)
An interview with Ai Ching Goh, the co-founder of Piktochart, a "semi-distributed" startup of 40-plus folks both in Panang, Malaysia and around the world. Plus, positivity at work - how does it work?
48 minutes | 5 years ago
7: Confess Your Passwords Sins (with Clef)
How the startup Clef is creating a nurturing, inclusive work culture from scratch. Plus, unlimited vacation policies: do they really work?
46 minutes | 5 years ago
6: We're Biased (with Natalie Johnson)
"Unconscious bias" is a phrase that gets thrown around a lot these days. What does it mean? Who has it, and can we fix it? Expert Natalie Johnson of the firm Paradigm gives us a blueprint. Plus: Carolyn & Courtney talk Slack!
43 minutes | 5 years ago
5: Skinny Jeans and Snake People (with Kanyi Maqubela)
Chatting about Millennials in the workplace and interviewing one of Buffer’s investors! We talk with Kanyi Maqubela, a partner at Collaborative Fund, which looks beyond traditional investing criteria to think about things like creativity, values and culture. Full transcript at open.buffer.com.
48 minutes | 5 years ago
4: Hi, I Know Your Salary (with Maurice Cherry)
The power of defaulting to transparency and what it's like when the world knows your salary. Then: An interview with Maurice Cherry, the editor and chief of the Revision Path podcast and community. Transcript at open.buffer.com!
43 minutes | 5 years ago
3: Cereal Bars and Work Tears (with Dr. Sasha Wright)
Carolyn and Courtney totally geek out about offices with cereal bars before diving into what perks really say -or don’t - say about workplace culture. Then we hear from Dr. Sasha Wright, a professor of ecology at FIT. She shares some incredible theories about gender in the workplace and why science tells us diverse teams accomplish more. Show notes: 5:40: Disrupted by Dan Lyons. Here's an excerpt: http://fortune.com/disrupted-excerpt-hubspot-startup-dan-lyons/ 10:53: Google's death benefits policy is amazing: http://money.cnn.com/2012/08/09/technology/google-death-benefits/ 14:40: More on Dr. Sasha Wright: https://sashajwright.wordpress.com/ 15:00: http://www.fitnyc.edu/ 18:00: Here's Sasha's incredible Medium post: https://medium.com/athena-talks/mentoring-young-women-in-the-classroom-you-don-t-need-to-act-more-masculine-we-should-be-making-5439ec6844f0#.aarikbfid 18:55: Teaching to Transgress by bell hooks: http://www.amazon.com/Teaching-Transgress-Education-Practice-Translation/dp/0415908086 34:30 Marshmallow Challenge! http://www.leadershipchallenge.com/resource/challenging-the-process-with-the-marshmallow-challenge.aspx 42:10: More about Sasha! Check out her Google Scholar Profile: https://scholar.google.com/citations?user=6T_SUMcAAAAJ&hl=en Follow her on Twitter: https://twitter.com/sashajwright Find her on the Public Library of Science Ecology blog: http://blogs.plos.org/ Follow her on Medium: https://medium.com/@sashajwright Email us at firstname.lastname@example.org or tweet us at @buffer (or tweet me at @courtneyseiter) Show transcript: Courtney Seiter: Hi, I'm Courtney Seiter. Carolyn Kopprasch: ... And I'm Carolyn Koppraschch. Courtney Seiter: This is the Buffer CultureLab podcast. Carolyn Kopprasch: Where we're slightly obsessed with creating happier, more human work. Courtney Seiter: In episode 3, Carolyn and I talk about workplace perks, and totally geek out about offices with cereal bars before diving into what perks really say, or don't say about workplace culture. Then you're gonna hear from someone a little different, Dr. Sasha Wright. She's a professor of ecology at FIT. She shares some incredible theories about gender in the workplace, and why science tells us diverse teams accomplish more. One fun topic that I thought might be neat to get your thoughts on is startup perks. Carolyn Kopprasch: Mm-hmm (affirmative). Courtney Seiter: We've got some specific ones at Buffer because we are remote and distributed. But I also love the experience of going into like a fancy tech start-up office, and gawking at all the cool stuff they have. Have you ever had the chance to do that? Carolyn Kopprasch: Gawking at the cereal bar. Courtney Seiter: Yes, the cereal bar is specifically what I'm talking about! Carolyn Kopprasch: Really? Courtney Seiter: Yes, where have you seen one? Carolyn Kopprasch: You and I are too similar. I can't remember, but I remember being ... I'm not gonna be able to think of the name of the company, but an agency in San Francisco had a bomb cereal bar. Courtney Seiter: Yes, I saw one at Moz. They've got like a whole wall of candy, and like a whole wall of cereal. I was very, inordinately impressed with this. Like the amount of money it cost to do that, compared to the amount of impressed I was, was way out of proportion. Carolyn Kopprasch: Hey, that's why you have multiple perks. Some things mean more to some people than others. Courtney Seiter: Yes ... So I often wonder, and we don't have the answer to this; it's probably like some historical thing. How did it come to be that start-ups are the ones that ushered in the era of all these crazy perks? I guess maybe it's just that they had the freedom to do it. Carolyn Kopprasch: I do think ... On the one hand, maybe start-ups have more money. Courtney Seiter: Yeah. Carolyn Kopprasch: Or are more comfortable burning through money on things that aren't necessarily scalable or profitable. Courtney Seiter: Yeah ... No, that makes sense. Carolyn Kopprasch: More than that, I think potentially an interesting question about perks in general, and especially start-up perks, is like what the point is. Courtney Seiter: Yeah. Carolyn Kopprasch: I mean, it's a little bit controversial, I think, to talk about perks. You know, there's some things that are there for your comfort or convenience or happiness. Courtney Seiter: Mm-hmm (affirmative). Carolyn Kopprasch: And how many of those are also sort of designed to keep you at your desk. Courtney Seiter: Yeah. Carolyn Kopprasch: You know, like having lunch prepared and available is incredibly generous ... Courtney Seiter: Definitely. Carolyn Kopprasch: ... And amazing, and super helpful on people for hassle and money, and all these things ... But it also means that you don't leave the building, and you potentially go back to your desk in 25 minutes instead of 55 minutes. Courtney Seiter: Yeah. Carolyn Kopprasch: I think some of the bigger ones, like Facebook and Google, and things like that have like breakfast, lunch, and dinner. Courtney Seiter: Oh wow. Carolyn Kopprasch: They'll do your laundry, and they will like send someone over to walk you dog ... Courtney Seiter: What? Carolyn Kopprasch: ... All these things that feel like they're incredibly beneficial to you, and helping you out. Courtney Seiter: Yeah ... At what level are you outsourcing your life so you can be at work all the time? Carolyn Kopprasch: Exactly, yeah ... So I think there is probably a balance there. I remember, I think it's Facebook, has dinner, but only at a certain hour. Like you can't just squeeze in at 5. Dinner doesn't start until kind of late. I don't know, I think there's some question around like where the right line is there. For sure, some people would rather be at their desk and working ... Courtney Seiter: Yeah. Carolyn Kopprasch: ... But potentially, that's a bit of a question mark on how much of a decision you get to make on that front. Courtney Seiter: Yeah, I'm just thinking about dinners. You know, people with families might want to spend dinner with their family. Or you might want to, you know, go on a date. I don't know, just do something that is more indicative of some sort of work-life balance. Carolyn Kopprasch: Right, and I think the fact that, I mean, if they said you have to stay for dinner, that's totally a different story. Courtney Seiter: Yeah. Carolyn Kopprasch: Even making it available does potentially send the message that, you know, some people are here working late. You know, does that potentially cause you to feel like an outsider if you're not doing that? I don't know. Courtney Seiter: Definitely, yeah. I just finished this book called "Disrupted". It's a little bit controversial, I'm guessing, but it's by a gentleman who spent some time at Hubspot as one of the older people there, then wrote like a little bit of a tell-all about it. Carolyn Kopprasch: Yes, I saw an article about it. Courtney Seiter: Really? Carolyn Kopprasch: Yeah. Courtney Seiter: He had quite the response to the candy wall, in specific. I think his thought process was this can be like a little bit of a panacea for people. Like instead of getting more money, they're getting the candy wall, and like what kind of trade-off is that. Carolyn Kopprasch: Yeah, I think you just hit the nail on the head. Like I think, probably, what matters more than what perks there are, is how well aligned are the perks that are available ... Courtney Seiter: Yeah. Carolyn Kopprasch: ... Aligned with what people in the organization want out of them. Courtney Seiter: Yeah, and perks can't mask a culture that has issues. They can enhance a culture that feels healthy. Carolyn Kopprasch: Yeah, totally. I don't know. There's a little bit of a question of making the decisions for people. Like Buffer, for example, covers healthcare for full time teammates. I love that, and I would rather have ... Courtney Seiter: Me too. Carolyn Kopprasch: ... Buffer do that than pay me that extra money. I potentially would not get the same level of care. I can't actually make that decision about what I would or would not do, because I'm not in that situation. Courtney Seiter: Yeah. Carolyn Kopprasch: I personally prefer that, because then it's one less thing I have to think about. I don't have to find my own healthcare. I don't have to deal with all that stuff. Some people might not feel that way. You know, where does that ... Courtney Seiter: Yeah. Carolyn Kopprasch: ... Fall in the, you know, making decisions for people. How optimized do you allow it to be. I mean, do you just offer some things across the board? If that's not interesting to you, too bad, that's an expense that comes out of the company, and that impacts you anyway. Courtney Seiter: Mm-hmm (affirmative). Carolyn Kopprasch: Versus, you know, if you don't participate, do you get more salary in other ways. Courtney Seiter: Yeah, that's a good one. Especially with things like, you know, kegs in the office. Not everyone is interested in that. Not everyone wants to drink, or is able to drink. Carolyn Kopprasch: Yes.. Courtney Seiter: Can they fully participate in a culture where that is one of the bigger perks? I don't know if that's one of the bigger perks anywhere, but it does seem to come up a lot. Carolyn Kopprasch: It does ... I think that's kind of the quintessential example of the like Silicon Valley bro type start-up culture. Carolyn Kopprasch: Then like a ping-pong table. Courtney Seiter: Yeah ... So I've worked in an office where like we had a little bit o
39 minutes | 5 years ago
2: Work Feelings (with Lauren Moon of Trello and Alison Groves of Zapier)
The moments we realized that workplace culture exists. Then Courtney takes part in a remote work roundtable with pals from fellow remote(ish) startups Trello and Zapier. One fun tip that emerged: Using your dog as a remote work accountability partner. Courtney: Hi, I'm Courtney Seiter. Carolyn: I'm Carolyn Kopprasch. Courtney: And this is the Buffer CultureLab podcast. Carolyn: Where we’re slightly obsessed with creating happier, more human work. Courtney: And we're back. Welcome to episode two of Buffer CultureLab. In our first episode, we shared a little bit about why we're interested in creating this podcast, and now we're excited to start digging deeper. In each episode, we want to bring you two chapters, if you will. In the first, Carolyn and I will chat about an element of workplace culture, and in the second, I bring you interviews with folks who have unique cultures, and people who are innovating and creating in the realm of work culture. Today Carolyn and I talk about when it dawned on us that workplaces even have cultures of their own. Then I'll share a conversation I was lucky to have with folks from fellow tech startups, Trello and Zapier, about the triumphs and challenges of working remotely. Courtney: I think it's interesting to talk about how people become aware that workplaces have a culture, and I'm curious to hear from you, Carolyn, when that realization happened for you? Carolyn:I was very lucky to work for a company called Emma before I started at Buffer. Courtney: Shoutout to Emma. Fun people. Carolyn: Yeah, Emma is awesome. And I worked there for several years, and that was such a different vibe than my job before that. But that was the first time that I was sort of understood that-- I think that workplace culture has such an impact. Because previously I'd worked at an agency, and the people were lovely, and we'd try to do well by our clients and all normal business and human values upheld, but it was never really talked about, and it just wasn't all that explicit, and I didn't spend a lot of mental energy on it. And then I got to Emma. And [laughter] well first of all, when I applied at Emma, they had a question in the application that said, "If you were going to rip a phone book in half, what song would you like playing the background [laughter]?" Courtney: What? Carolyn: That's the point, I was like [chuckles], "This is a very unique place." Courtney: What song did you say [laughter]? Carolyn: “Who Let the Dogs Out” dance remix [laughter]. Courtney: Wait, I have a follow-up. Why [laughter]? Carolyn: I don't know [laughter], but I've always had a special place in my heart for that song ever since-- because I'm like, "Oh, my three years at Emma", when I think about it. The history behind that is that there's a person who used to work at Emma who actually could rip the phone book in half - there was a trick to it. Anyway [chuckles]. Courtney: Wow. Carolyn: And you learn that when a whole company all brings in their phone books every year and piles them in front of this guy's desk, and the whole company rallies around and chants, and is so excited to watch somebody do this, that's a workplace culture. Courtney: That absolutely is a very specific workplace culture. Carolyn: Very specific [laughter]. So I think that job really taught me not only how important it is, but how different it is at different places. Courtney: When your agency job felt like-- and you don't need to say anything bad about them, but I'm interested in what it's like to work for a company that doesn't have any discernible culture, because I've had some experiences with that as well [chuckles]. Carolyn: I think I would probably be quoting a whole lot of startup people if I said, "If you think you don't have a culture, you do, you're just not being very intentional about it and it's probably not that great [laughter]." Courtney: Most people, I feel like, and this is a vast generalization, the big part of the working world, people are generally like, "I'm going to do my job, I'm going to show up, I'm going to sit at my computer - whatever it is I do on the workplace floor - and then I'm going to go home. And home is where my real life is." And a lot of jobs I've had - I worked in the corporate world previously with publicly traded companies before I came to the startup world. And I've had the experience of being on a committee who was charged with putting on fun events so people would hang out. So we were sort of trying to create a culture where there really wasn't any interest in one. That's the moment I was like, "Oh, okay, workplace culture is a thing, and this place really doesn't quite have it, but would like it. And how do you create it when it doesn't really exist?" We never could figure out a solution to that problem [chuckles]. Carolyn: I think my response to that is that it's awesome to put energy into that, and to be saying, "We want to create events," and "We want people to hang out." I would say that's a really lofty view of how to change culture. And that is part of it, those parties and things like that. I think culture exists on a much more micro-level. The things people talk about at lunch, and if they eat lunch at their desk, and how people connect if it's saying, "How's your family?" Or, "I hate work [laughter]." Those little moments - that's workplace culture, I think. There's a book called The Decision Maker, that we have talked about a lot at Buffer, that I recommend. It's kind of a fable. It's a pretty easy read. The idea is they're like, "We're going to make workplace culture so we're going to install a pinball machine in the break room." Carolyn: One of the executives ends up overhearing a conversation between two people, who are like, "Yeah, that doesn't..." It's kind of like putting lipstick on a pig a bit. What really matters to us is how we feel in our day to day jobs. Not how it feels when we're invited to spend a couple minutes a day in this fun thing. So kegs and pinball machines, and things like that I think is often used as evidence of culture, but this book is sort of suggesting that it really happens in how decisions are made, and how employees talk to each other, how teammates interact, and how one to ones are operated, and how team leads discuss things with teammates or with each other, or things like that. I think it's really awesome to focus on that, but I would say that's probably 5% of it. Courtney: I love the phrase evidence of culture. Because when you're adding things on, like parties, pinball machines, like darts, or whatever it is. It probably came about from-- there probably were companies with great cultures where those things happened organically, like the phone book ripping [chuckles], you can't just install. It has to spring from an authentic place of people feeling comfortable with one another, people wanting to hang out, people feeling a genuine connection. Not that you have to hang out. I don't think a great workplace culture equals, "We're best friends. We want to hang out all the time." You can have a super great professional workplace culture and get the job done, and have a lot of stuff going on in your personal life, and that's fine too. I think somehow it's happened where we tend to equate games, beer at the office, as air-quotes "culture." It's like 5% of what culture really could be, maybe, if you really want to dig into it. Carolyn: Yeah. And what was interesting for us at Buffer, was that we didn't have the luxury of pointing at those things, or to say it another way, maybe a more cynical way, hiding behind those things, because we were distributed. We didn't have the pinball machines, and the beers, and the hanging out. We had to say, "What is our culture if we don't have those things?" So that's kind of where the shared values and the decisions about gifting Kindle books and a Kindle to everyone on the team. Courtney: That’s the best perk. Carolyn: Yeah, I know. It's the best perk ever. And we kind of said, We don't really have that sort of in-office fun workplace type idea or opportunity. So what does it look like if a bunch of people are still going to have conversations and get to know each other, and talk and connect, and talk about work, and talk about personal lives, both to each other and to their families and to their friends? How do we provide an environment where people feel like they want to talk about things that are exciting to them, or helping them improve or be their best selves, without sort of forcing it? Without saying, "Every Friday we get together, and we talk about what we're doing to..." It's this funny line of like leading a horse to water, like, "Here's books and here's a Jawbone, and here's all sorts of other things to try and create an environment where you feel supported, and you feel like you can be your whole self, and you feel like you can pursue your dreams, and talk about things that you're excited about.” You want to be uplifting but without having this hammer about it. Courtney: Yeah. You have to trust people to create that. It's like throwing a party, you can't have people get together and say, "Okay, talk about this." Carolyn: Totally, and just like the party example, it all comes down to who's there. So if you have people in the environment, in the office or in the party or wherever it is, who are happy to be there and excited about what direction the company is going, and genuinely caring about each other, then it's a lot easier to create a great culture [chuckles]. It's kind of like cheating to start at the hiring level. Courtney: Yeah, the best way to create culture is to hire amazing people [laughter]. Just do that and you'll be fine. Carolyn: There's this quote - I think it's Jim Rome, but I could be wrong, that says that he saw a sign that said, "We don't train our employees to be really nice people. We just hire nice people
16 minutes | 5 years ago
1: Superpower Values
The first episode of a new podcast series about how and why we work, and how to give work more meaning. We'd love your feedback! Email us at email@example.com or Tweet us @buffer! Transcript: Courtney: Hi, I'm Courtney Seiter. Carolyn: And I'm Carolyn Kopprasch. Courtney: And this is the Buffer CultureLab podcast. Carolyn: Where we're slightly obsessed with creating happier, more human work. Courtney: Today, we're going to attempt to explain why we wanted to start a podcast and why this particular topic of radical workplace culture is one that spoke to us really strongly. Carolyn: I'm super excited to be interviewing you for this one, because I feel like you have so much history here. Courtney: I'm nervous. Carolyn: [chuckles] You are? Courtney: Yeah! Carolyn: Well, why don't you tell me why you specifically and why we, Buffer, are doing this and embarking on this? Courtney Sure. So as you know and maybe we can tell our listeners, Buffer is a social media tool that helps you share really efficiently and strategically to a variety of social networks. And a lot people know us for that, which is wonderful. Just as many people I would say, know us for our culture, which is a very specific and deliberate culture that you've had a lot do with creating and maintaining and everyone at Buffer has a big hand in. We have a very specific values that guide us. And working at Buffer was the first time I ever understood the importance that living with values, that working with values, could have in your life. The things that I have tried since starting Buffer are different than anything I've ever done before. Like during my time at Buffer I've started a side business and written things that I would have been so afraid to write and share earlier. Courtney: Working with values has been sort of a superpower for me, that I feel so, so lucky to have been adopted into. And it feels really important to talk about this and to share it. In the tech startup space that we're in, it feels like a lot of companies are getting excited about the idea of creating a deliberate culture, working with values, and it's an exciting time to be talking about this kind of stuff. So, we wanted to kind of do our part as Buffer and share some of the learnings we're having along the way. Our culture, we say a lot, is not the only culture, it's not the way to live, the way to work. It's the way that works for us. So I think it will really be neat to hear from other people, too. To hear from other company's cultures, people inside and outside of the tech sphere. All the different ways there are to work happier, to work more human, to work smarter. So yeah, that's the impetus for why we wanted to talk about this topic. Why this is an important area for Buffer. And I'm excited to see how it shapes up. Carolyn: Yeah, that was really well said. One thing that I think its super interesting about why this is so important for us is that, our vision is actually just half about the thing that most people know us for, which is the social media side. We have a whole half of our vision devoted specifically to creating this culture that continues to test new things and push boundaries a little bit. And figure out what is the ideal set up for us and how it continues to evolve. Courtney: Exactly. And it's cool to have a value of transparency that guides us. So we're able to share so openly all the things that we do and try. Whether they succeed or fail, it's great to be able to talk about them. And I don't-- I feel like a podcast like this could be a little bit tricky to do without a culture of transparency. I'm not sure if we would feel comfortable talking about all the things we're going to talk about. If we would know, “Can we say this? Can we not say this? Is this public?” It's really great to have that liberated feeling that comes from transparency to be able to share everything, to be able to get that feedback. To be able to just put it all out there. So I think that is a lot of the impetus for why a podcast felt really good. It's cool to share all the things that we talk about as a team. The conversations that you and I have had, through the segments we've recorded for this podcast so far, are not all that different from the conversations we have on a day-to- day basis, just talking about shaping our culture and evolving our culture. That's how I feel. Would you say that's the case? Carolyn Yes, totally. I loved your point about the fact that you've written things that previously you never would have dreamed about making public. I’ve had very much that experience On some of the episodes we've recorded up to this point, I don't feel like I have to get permission to tell any story or talk about anything that has gone either well or not so well [chuckles]. Courtney: Yeah, which is a really, really cool feeling and it's exciting to be able to invite people into that. And invite people to share their own stories as well. Carolyn Yeah. Totally. Courtney, you recently changed roles - I love this story - tell us a little bit more about that process, what you're doing now, what you did in the past, and also, if you are willing, we'd love if you could share a little bit more about your story. I personally am really excited about the things you're doing, both inside and outside of Buffer, so feel free to share a little bit more about that too? Courtney Yeah, thank you. Yeah, they kind of go together, my big side project and what I'm doing at Buffer, which is always very exciting. So, at Buffer I have a new role that is focused on inclusivity. We are growing pretty quickly. I think we're at about 85 or so people at this point. And we -- and I feel so lucky that the whole team is so on board with this, and so supportive of this idea – we really want to be deliberate about how we grow. And how we can create a culture that welcomes people of all types and encourages them to stay and to contribute and to evolve Buffer’s culture and to become leaders in order to make the best products at Buffer, in order to make the best culture at Buffer, and in order to, I hope, be a leader in terms of inclusivity. In terms of how great teams can work together can bring in a variety of cultures and viewpoints and backgrounds and build something really beautiful together. Courtney: We're a global team, we have the opportunity to hire from all over the world and it feels really important to take advantage of that and to grow a team that really represents our customers' experiences, represents our potential customers' experiences, and build the kind of team that can grow great products from a variety of experiences and backgrounds so it's a brand new role for me and I'm really excited about it. And I think the podcast is part of this. So that's the work that I'm excited to be doing right now at Buffer. I’m really guided and inspired by a lot of amazing people doing wonderful work in this area. A lot of the tech companies, in particular, are making this a huge priority because it's a huge challenge. So yeah, that means it's-- it feels really urgent, but it also feels very hopeful at Buffer because our values already shine through so strongly and guide us toward doing the right thing. And so it's exciting to do that work. Carolyn: That's awesome. Did you say your title? I can't remember. Courtney: I didn't. It's a cool one. It's a very buffery title. Our titles are always a little bit interesting. My role title is Inclusivity Catalyst Carolyn: Love it. And where are you in the world? Courtney: Oh, good question! I am in Nashville, TN. Where are you in the world? Carolyn: Fun fact: I am also in Nashville, TN. [laughter]. Courtney: Crazy. Small world-- Carolyn: Which is so unusual for Buffer people to both be in the same city. Courtney: Yes Carolyn: It's been a fun coincidence. Cool. And what's some of the work that you're doing in Nashville? Courtney Yeah! That is a-- that is a great question. And so you were kind enough to mention some of the work that I'm doing on the side and my main project is called 'Girls to the Moon'. It is a social enterprise business that works with girls age 8-14. We put on events and provide content that is really focused around equipping them with confidence and knowledge and truth in all kinds of areas from science, to engineering, to health, to relationships. And people want to know more, they can go to girlstothemoon dotcom. So just inclusivity all over the place. It's fun times. Carolyn [laughter] It's such a cool organization. I'm going to fangirl a little bit and just say it's just so inspiring to see. So thanks for the work that you're doing. Courtney Thank you. I feel like Buffer had a whole lot to do with it. I never dreamed that I would be a business owner. That I would be able to put Founder on my Twitter bio and stuff like that. That just seemed so for other people, but Buffer has this great way of pushing you outside your comfort zone in a way that feels really wonderful and safe somehow, so I feel like I've been able to push myself so much more as a result of having the support of you and all my teammates. Carolyn: Love that. Courtney: I would love to hear a little about you. You've got a longer Buffer history. I won't make you say when you came on because that requires math, but it's been a while. Carolyn: Yeah, it's been three and a half-ish years since I came on board. I've been lucky enough to be a part of Buffer since-- for kind of a long time now. You mentioned the titles tend to be Buffery. And I most certainly fall into that category. My title is Chief Happiness Officer. Courtney: Yes, I love it. Carolyn: I know, I love it too. It's a great conversation starter, too [laughter]. And I have to say what that means is, I think sometimes people hear happiness and they assume it's an HR-type role, but at Buffer happiness is the customer
Terms of Service
Do Not Sell My Personal Information
© Stitcher 2021