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Oh my gosh, Rocky Mountain Ruby! This is a very exciting group of people for me. This is the first time I've been to Boulder and Denver. It’s a great town, and they are a great set of towns. I'm super happy to be here. My name is Adam Cuppy; I'm from Zeal. You can check us out online at codingzeal.com. You can find me in a few different places, like GitHub and Twitter. The difference is that I spelled my name out in one, but not the other.
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When all of this is said and done, I'm going to ensure that all of the slides are included online at Speaker Deck, so please take a look. I want to be upfront about the topic we're discussing today. It’s likely to generate a lot of feedback, which is great! I totally welcome and encourage it. If you have any thoughts or insights, especially after this, please let me know. Unfortunately, due to time constraints, I won't be able to reference exactly all of the information, but if you're interested in any of the references—because a lot of this, well, all of this, is backed up by actual research—please let me know. I'd be more than happy to share that with you.
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Alright, I know you’ve already been asked this, but welcome to the action round! Here’s what I’m going to ask you to do: you’re not going to need your laptops, so unless you absolutely need it for this moment, I want you to close it. The next thing I want you to do is fill in as far forward as you can. I know it might be uncomfortable, but I want you to do it. Come on, get up out of your seat and move! These 20 minutes of your life are worth it, and let’s make the most out of this conference.
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The thing we’re talking about ultimately matters, and I want to emphasize that. My background is in theater; I discovered that people don’t make a lot of money doing that, and software was a great alternative. Ultimately, I found that my love for art and technology could emerge together. So my goal is that you leave here feeling entertained to a certain extent. Feel free to involve yourself and have a good time; it’s actually been shown that if you emit words and gestures, you engage more parts of your brain than if you just sit there stagnant.
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So, here's what we're talking about today: culture. And I have a feeling that the title, "Only Three Letters Away from Cult," caught a few people’s attention. This idea was interesting as I explored what culture really means. Coding Zeal is a consultancy, and when we formed the company, this was a topic we had to address right away. The question of what it means to be a part of a culture was significant, especially being a young business.
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Over time, we've made a few discoveries, and many were wrong. Some assumptions and hypotheses were invalidated as false. This is a bit autobiographical, but I have many learnings to share. To start off, let me tell a story from my childhood. There was a time when I felt limitless possibilities. I believed I could be anything: the president, a space ranger, or even a wolf. My options felt endless, while my constraints seemed minimal. However, as I grew up, I realized that my potential became limited by my perceived constraints.
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I cannot be a space ranger because I had my left lung removed at 14; I only have one lung. Nobody's going to send someone into space with just one lung, right? Most people would ask how I survive, and I’d respond, "Well, here I am." However, the reality is that my potential is limited by my perception of my constraints. I cannot always be completely confident in what I can achieve. This made me realize that human needs factor into this struggle as well.
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Tony Robbins has referenced what he calls the six human needs. Everything we do ultimately revolves around fulfilling these six needs. The first is certainty, which is the desire for predictability in life—knowing that things will remain stable. Many people stay in jobs because of the certainty it provides. The second is uncertainty, which brings variety, passion, and excitement. Think about jumping out of an airplane—that’s a bit unpredictable!
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Third is significance, the feeling of being important. The fourth is love and connection, which is vital. Feeling connected to individuals and communities is essential. I love all of you! We’re connected! Now, those top four needs are egocentric, rooted in personal perspective, while the last two needs focus on broader contributions.
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The fifth need is growth—to feel that you’re evolving as a person. The sixth is contribution—giving back to others. The bottom two are much more altruistic in nature, and there’s a loop that happens here: if we fulfill the bottom two, the top four will also be fulfilled. However, the bottom two are risky to pursue, given that they assume a willingness to take risks.
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In discussing cults, I found a fascinating quote: 'A lonely individual soon loses any sense of purpose, meaning, or belonging. In such a state, a cult is a cure.' Think about that. Historically, cults typically fulfill human needs, often filling voids and creating a sense of belonging.
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One of the qualities of a cult is that it often requires members to follow dogmatic principles without question. In exploring human needs further, I realized that addictions occur when any one thing fulfills at least four of those needs. This brings to mind addictions like smoking or alcohol—a person finds certainty, significance, connection, and excitement in those behaviors, creating a loop of dependency.
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Though I strive for pleasure and fulfillment in my work, I often find my decisions are driven by fears. This dynamic is fundamental. An example from my research explored the easy steps to create a cult, like creating your own reality and setting leaders up as the only link to paradise.
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When we discuss culture, it is clear that it involves bringing a multitude of individuals together toward a common goal. We all start with the right intentions—every organization does! It’s rare that there’s malicious intent. However, we often misconstrue intentions; establishing a culture that embraces individuality yet encourages collaboration is tricky.
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For the organization to be effective, we need to define how to foster healthy individuality in a culture. We often hear phrases like, 'We want you to be you.' It’s true in practice, but we must recognize that we all need those basic human necessities. When leaders fail to fulfill these needs appropriately, conflicts often arise.
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I've met various leaders across different industries, and many find it difficult to navigate the nuances between a positive and negative culture. As companies expand, the delicate balance between loyalty and individuality can easily tip, leading to the risk of creating a cult-like atmosphere.
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Our fears of failure can lead to compliance becoming a prized trait, but overemphasis on obedience can lead to rigidity within a culture. When fear takes precedence in leadership structures, excessive constraints can confine employees.
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To grow as individuals and a team, organizations should cultivate their culture. Think of culture like a box of colored pencils. While each pencil is unique, they share a common purpose in creating art. Therefore, allowing those pencils to blend creates greater beauty, diversity, and productivity.
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If a company narrows down its offerings and stifles the options for employee contribution, burnout can occur. People need opportunities to express themselves rather than conversely; as an organization matures, it should retain its core values but evolve and enhance the culture.
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Core values should be essential yet broadly defined, so individuals within teams can interpret them uniquely leading to varied and innovative applications. Effective leadership doesn’t just define those values; it asks hard questions regarding how to fulfill the core objectives.
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Let’s consider what makes a meaningful culture versus a potentially destructive one. I have synthesized a few questions that can help us determine whether what we are creating aligns with a healthy culture or a cult-like environment.
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The first question is whether both leaders and team members feel empowered to make changes. Leadership should embody an ethos of openness while maintaining a structure for accountability within teams.
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The second question examines the nature of accountability. Are members and leaders held to similar standards? The best teams account for their actions and allow for healthy discussions surrounding their progress.
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The third question asks whether team members feel free to ask why processes exist. A healthy culture allows members to question processes instead of demanding blind compliance.
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The fourth question is about fulfilling your own needs. It’s essential for organizations to remain cognizant of taking care of their teams while allowing individuals to be responsible for their own well-being.
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Finally, do your core values align with those of the organization you are in? If so, applaud it! If not, understanding why can inform your choices ahead. The goal is to avoid creating attachments that limit one’s ability to thrive.
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The idea is to facilitate personal growth and ensure that everyone feels empowered to seek freedom. Emphasizing the need to view individuals as people—not merely resources—creates the opportunity for meaningful work.
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To conclude, each of you should ask what exists in your culture that you can cherish, grow, and instill within yourself and your teams. I appreciate that individuality is critical and brings both benefits and costs, but hopefully, the advantages outweigh the costs. Thank you for your time.
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If you have any questions, I’d love to hear them. Thank you very much!