Micromanagement, minimal feedback, disallowing autonomy and other poor behaviours were all noted. The second, Kim noted, was that lots of staff work for “really sh*tty people”. “One of the main reasons people leave a company nowadays is because they stop learning something new, and they stop being challenged,” said Kim. Describing the “war for talent” as “absolutely brutal”, Kim highlighted two primary reasons that employees leave their existing roles and look for new ones – also noting that unhappy employees will leave and likely end up working for competitors if things don’t change. Nonetheless, the consequences of not having a positive culture that lives out its values can be serious, Kim said. It’s not something that you have to hold on and retain.” “Values can change as we grow, identities can change as we grow,” noted Kim. Kim stated that similar reappraisals had been held four or five times since the initial Tour in 2014. The company has undergone a period of “hyper-growth” since then, expanding from 1000 employees to close to 5000 worldwide. With this said, these values have not necessarily remained static since they were first outlined. “We want every employee to understand why they’re here,” noted Kim. In turn, these findings were used to help develop wider cultural applications within the company. Rather than head office dictating company values, the Passion Tour ran workshops with staff from each of Spotify’s offices around the world to find out what was important to them – a bottom-up approach to define the company’s values. Drawing on his own experiences at Spotify, Kim pointed to the organisation’s Passion Tour, which was held in 2014.
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