Ever wonder what happens when a CEO's criticism goes viral within their own company? In a fascinating display of workplace dynamics, Slack cofounder Stewart Butterfield once found his own harsh assessment of the product plastered all over the office walls. This story highlights the complex relationship between leadership, feedback, and employee motivation.
Butterfield, who led Slack from 2009 to 2023 before its acquisition by Salesforce, isn't shy about his belief in constant improvement. In a 2014 interview on "Lenny's Podcast," he described an early version of Slack as "terrible."
But here's where it gets controversial... Instead of being disheartened, employees took his words to heart – literally. They printed the quote and posted it throughout the office. Butterfield's response? He stood by his critique, believing that a "perpetual desire to improve" is crucial for success.
"I try to instill this into the rest of the team, but certainly I feel that what we have right now is just a giant piece of shit," he told the MIT Technology Review in 2014. "Like, it's just terrible, and we should be humiliated that we offer this to the public. Not everyone finds that motivational, though."
Butterfield's perspective is rooted in the idea that discomfort can be a powerful catalyst for change. He drew parallels to Toyota's "kaizen" principle, which emphasizes continuous improvement, and the approach of billionaire investor Ray Dalio, who sees mistakes as opportunities for learning.
And this is the part most people miss... The art of delivering and receiving criticism is a delicate one. While Butterfield found direct criticism motivational, other leaders have different approaches. Netflix's CTO favors "continuous, timely, candid feedback," and Meta CFO Susan Li notes Mark Zuckerberg's refined ability to provide constructive criticism.
Butterfield's approach, though seemingly harsh, ultimately contributed to Slack's success. He led the company to become a leading workplace messaging platform, culminating in a $27.7 billion acquisition by Salesforce.
What do you think? Is Butterfield's approach a brilliant motivator, or could it backfire? Share your thoughts in the comments below!
