Employee Engagement

Use organizational Purpose to unite employees

by Sheila Margolis on June 17, 2011

Purpose: Why is this Work Important?

The Purpose of an organization is the most central component of its culture. The Purpose defines why the organization exists. The Purpose is not the answer to the question “What does the organization do?” That typically focuses on products, services and customers. Instead, the Purpose is the answer to the question, “Why is the work of this company important?” This may sound like a simple question, but in its simplicity, lies tremendous significance for the organization and for each employee.

The Purpose is the cause that defines the contribution an organization makes to society through its work. Of course, businesses exist to make a profit, but they also exist to make a difference. Through their firm’s work, employees can make a difference and be part of a meaningful legacy. When an organization’s Purpose is meaningful to an employee, that person feels a connection to work that is not only rational—it’s also emotional.

Purpose Statement: Be Brief in Length and Broad in Scope

A Purpose statement is a few, crucial words that inspire and motivate employees who care about making that contribution. For example, the Purpose of a bread company might be, to nourish life. And the Purpose of an entertainment company might be, to make people happy. The Purpose statement is brief so employees can remember it and use it to guide their daily actions. Additionally, the Purpose statement is broad in scope to allow the organization to adapt over time to a changing world while keeping a constant, consistent central focus. Products and services often change, but the Purpose endures. Think of your company as a living entity; it is a vehicle for improving individual lives, and the world we live in.

Defining the Purpose: Include Everyone in the Process

When defining your company’s Purpose, be sure to include everyone in the process. Participation in the process builds commitment. Use small group discussions to come up with possible Purpose statements. Then, let everyone respond to a collection of options to see the statement that best conveys the fundamental reason why the company exists.

A Purpose statement does not have to be unique. Other organizations doing similar work may have a similar Purpose. Your Purpose should use words that are meaningful to employees and appropriate for your organization.

Purpose Statement: Screen Using the Six Criteria

Be sure your Purpose Statement meets the six Purpose criteria:

  1. It is a contribution to society—not a product or service.
  2. It answers the question: Why is this work important?
  3. It is inspirational and motivational.
  4. It uses powerful words.
  5. The statement is brief in length so employees will remember it.
  6. The statement is broad in scope to allow for future opportunities and change.

Use this worksheet for evaluating Purpose Statement Options: Organizational Purpose Statement Options To Be Evaluated

A Source of Meaning: Unite Employees with the Purpose

Take the time to unite employees around the organization’s Purpose so that work is more than daily tasks. Work should be viewed as a contribution to society and a source of meaning for each employee.

 

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Saying thanks for a job well done

by Sheila Margolis on May 5, 2011

A recent article by Julie Watson of the Associated Press talks about the desire of many Americans to offer their gratitude for the heroic work of the Navy SEAL team. People are seeking a variety of ways ranging from expressing thanks through social media to making donations to military foundations to show their pride and gratitude for what was achieved. It is frustrating for many who would  prefer to give a more direct and personal expression of thanks, but that does not work when it comes to these “quiet professionals.”

A job well done is not isolated to those who exhibit bravery and the ultimate of accomplishments. Employees in their careers accomplish much in their daily tasks, although the results may not appear as monumental. Showing thanks for a job well done is an important aspect of work life, but all too often, managers only document and discuss employees’ flaws rather than their accomplishments. When did you say a genuine thank you to someone for a specific job well done?

Showing appreciation can make employees feel their work is worthwhile and can create a positive mood that spills over to home life, as well. Working in a setting that nurtures workers through sincere, kind words of thanks can lead to positive emotions that impact health, conscientiousness, and creativity. Words that are shared in the workplace are valuable opportunities because they can have a tremendous impact on the receiver.

The benefits of positive emotion are many. As stated in the article, “Work as a Source of Positive Emotional Experiences and the Discourses Informing Positive Assessment” in Western Journal of Communication, January-​​February 2011:

Research suggests that positive affect improves efficiency, broadens attention, increases intuition, enhances problem-​​solving, improves information recall, leads to more cooperative approaches, expands cognitive processes and improves physical and mental performance. These benefits also appear to be durable. Other work has found associations between positive emotions and helpfulness, generosity, cooperativeness, graciousness, and increased trust.

Work should be intrinsically motivating. The job itself should be a source of meaning. In the case of the Navy SEALS, they accomplished a task demonstrating excellence in execution, and the outcome of their work was a contribution appreciated not only by their leaders but also by millions of Americans and others, as well. This work was truly meaningful work.

People want to feel good about themselves. And they also want to be valued by others.

The workplace is a social setting where words shared have a greater impact than a manager or supervisor may realize. Showing that you care can make a difference. Thanking workers when they do good work can make a difference. Communicating how a person’s work makes a contribution can make a difference. Nurturing positive emotion in others can make a difference.

Isn’t it time you make a difference in the lives of others at work? Say thank you for a job well done. Encourage and appreciate others’ efforts. Take the time to nurture positive emotions. It helps others, and it might just help you, too.

 

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Talent is a top concern of CEOs

by Sheila Margolis on April 18, 2011

A recently-​​released report by the Conference Board, CEO Challenge 2011: Fueling Business Growth with Innovation and Talent Development, cites Business Growth followed by a focus on Talent as top concerns of CEOs.

Although the priority of Talent fluctuates slightly based on industry and geography, it is a key CEO priority for all. According to the Conference Board press release:

CEOs selected improving leadership development/​grow talent internally, enhancing the effectiveness of the senior team, providing employee training and development and improving leadership succession as the key strategies to address talent challenges.

Talent management and innovation emerged as the most critical vehicles for implementing business growth strategies. According to the Conference Board CEO Challenge 2011 site, Roy Vallee, Chairman of the Board and Chief Executive Officer of Avnet, Inc. described the priorities as he sees it:

So, having the right strategies, the right structure, the right culture to really foster innovation and reward innovation, I think that’s the biggest challenge.

 

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Are you engaging your employees or is a revolution brewing?

by Sheila Margolis on February 16, 2011

The fall of Mubarak in Egypt was a result of the unrelenting protests by masses of citizens in their efforts to seek liberty and the ability to live their lives to the fullest. This autocratic government characterized by corruption and lack of transparency, denied its citizenry the ability to individually prosper. Using social networking and other technologies, citizens amassed in Tahrir Square to voice their grievances and achieve revolutionary change.

Well, do you sometimes worry if your employees are congregating in the break room or conversing on Twitter and Facebook about similar concerns in your company? You may not be a 30-​​year ruler, but have you stopped to consider whether your workplace culture nurtures your employees or stifles them?

If your workplace lacks the universal Priorities that promote the well-​​being of your workers, then you may have a revolt of your own or even worse, employees may continue going through the motions while feeling totally disengaged.

So what are these universal Priorities that build a culture of highly engaged and motivated employees? Focus on these six values to avoid building unrest in your company:

  1. Fit: Are you hiring employees who are a fit with the culture of the organization—its purpose and principles? Are employees in jobs that are a fit? Do they feel their work is significant, challenging and the best use of their abilities? Do tasks build on the employee’s strengths?
  2. Trust: Do employees consider the workplace to be a trusting workplace where they feel leaders have integrity–they’re honest, respected, and fair?
  3. Caring: Is the workplace a caring workplace? Does it feel like family? Do managers care about workers? Do they encourage collaboration and teamwork? Do employees have friends at work?
  4. Openness: Is there ongoing, open, two-​​way communication where leaders and managers listen? Is information freely shared?
  5. Development: Does the company support individual development? Do employees get meaningful and positive feedback? Are employees growing in ways that nurture achievement and mastery?
  6. Ownership: Do employees feel like owners? Do they have autonomy where they participate in decision-​​making, are responsible, and have flexibility in how they achieve their goals?

Work is more than an economic transaction; addressing the social and human side of the worker is key to achieving optimal performance. These universal Priorities are not unique values, but when everyone in your organization lives by these values, it produces an enriching and high-​​performing workplace that stimulates exceptional efforts and heightened loyalty. Organizations that practice these universal Priorities create workplaces of excellence.

Now is the time to build a workplace that energizes the human spirit while enhancing productivity and business success. Incorporate each of the universal Priorities in your workplace and prevent a revolution or a growing apathy that kills a company through a slow but steady decline. When employees’ human needs are met, they are more engaged.

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How effective is communications in your company?

by Sheila Margolis on January 24, 2011

Conduct a Communications Audit

Is communications a problem in your company? Does information flow top/​down, bottom/​up and laterally? Do employees get the information they need to be effective in their jobs? Are employees informed on the culture and strategy of the company? Are employees clear on their job and goals? Are decisions communicated? Is progress shared? Are employees up-​​to-​​date on what’s happening with others in their organization?

Periodically, you should conduct an internal Communications Audit to evaluate the practices that are in place to share information within the organization. The process involves first compiling a picture of the current communications practices that are being used, their effectiveness, and recommendations to improve the flow of information.

Gather Information on Current Practices

To begin the audit, first ask a few people on varying levels of the organization, through interviews and focus groups, general questions like:

  • How would you describe the effectiveness of communications in this organization? Please explain.
  • What do employees need to know? What additional things do employees want to know?
  • What practices exist (vehicles) for sharing information? For each ask, how effective it is and what changes would improve communications.

Create a Complete Picture of the Communications System

To build a comprehensive picture, gather information on the following:

  • CHANNEL and MEDIA: What written forms of communication are used such as memos, letters, email, webpages, blogs wikis, text messaging and instant messaging? What spoken forms of communications are used such as phone, conference calls, voicemail, and podcasts? What blended forms of communication are used such as face-​​to-​​face discussions, meetings, presentations, webconferences, and webchats? Be sure to compile all traditional and electronic forms of communication. Are the best media being used to share that information or would a different channel choice be more effective?
  • AUDIENCE and MESSENGER: For each channel and medium, determine what audiences receive that communication and who is the messenger? Code each as being top/​down, bottom/​up, or lateral communications.
  • CONTENT: Then indicate the content of the message. Categorize content. Is the focus of the communications things like company goals, culture, job duties, decisions, employee updates, customer updates, progress and metrics, etc.?
  • TIME/​FREQUENCY: For each, indicate the frequency that information is shared. Have a clear picture of what information is shared, daily, weekly, monthly, quarterly and annually.

More specifically, when talking about the flow of information, ask questions such as:

  • Does information flow effectively down throughout the organization–from leaders to managers and from managers to employees (or whatever levels exist)? What changes would improve communications? Is there sufficient sharing of information or is information lacking?
  • Does information flow effectively upward from employees to managers and from managers to leaders? What changes would improve communications? Is there sufficient sharing of information or is information lacking?
  • Does information flow effectively laterally–with others in your group or department and on a similar level in other departments? What changes would improve communications? Is there sufficient sharing of information or is information lacking?

With a clear picture of all the ways information is shared, be sure to uncover:

  • How effective is it?
  • What can be done to improve it? Is information lacking? Is there information overload?

Before you can improve communication, you must get this baseline data of what communications are in place and compile recommendations for making communications more effective. In addition to gathering the data through interviews and focus groups, observe communications activities like meetings, and review samples of communications like emails, memos, and letters. From your data gathering compile a chart of the communications system used by the organization and list recommendations to improve communications.

Survey All Employees to Get Their Views

Then, using a survey, have all employees evaluate current communications and give their opinions on a list of recommendations that might improve communications.

Develop a Communications Plan and Share It

Analyze the input from everyone and develop a plan for improving communications. Present the plan to the leadership team and finalize the recommendations. Then, communicate the communications plan to everyone in the organization and start implementing it.

Make Communications an Ongoing Focus

Periodically, evaluate communications in your organization. When possible, use outside consulting support in this process to ensure that employees feel free to share their views. Communication drives employee satisfaction. And you cannot have an engaged employee if that employee is not satisfied.

If you have conducted an internal Communications Audit, please comment on the practices that worked for you and anything to avoid. Thanks!

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What is the optimal group size for decision-​​making?

by Sheila Margolis on January 24, 2011

Much of work today is done in teams. Even in MBA programs, the team is the structure used to meet class goals. So what is the optimal size for effective decision-​​making? It appears that a recent Harvard Business Review stat published that research by Marcia W. Blenko, Michael C. Mankins, and Paul Rogers indicates that seven (7) is the optimal size. Yet much of the research I’ve found says that number is a bit too high.

First, many studies target an “odd” number as the first criteria for group size. According to one resource:

This (an odd number) prevents ties and improves the odds of making a correct decision when using majority rules.

Even-​​numbered groups can make decisions, but the decision-​​making can take more time.

Getting back to the actual number, think about the benefits of a large group. The more people you have, theoretically, the better chance you have of getting the best information to make the best decision. Research has shown that collective intelligence does exist. But, according to research reported in Science, the October 2010 issue  by authors Anita Williams Woolley, Christopher F. Chabris, Alex Pentland, Nada Hashmi and Thomas W. Malone:

This “c factor” (the group’s collective intelligence) is not strongly correlated with the average or maximum individual intelligence of group members but is correlated with the average social sensitivity of group members, the equality in distribution of conversational turn-​​taking, and the proportion of females in the group.

So it looks like social sensitivity–possibly a more common attribute to females–facilitates group decision-​​making. Emotional intelligence and what some consider the soft stuff is important to the functioning of teams. So getting back to the optimal group size–what’s the best number? In what size, can you have the equality in distribution of conversation turn-​​taking as the research indicates is an important feature of an effective group?

If you measure the number of possible social interactions with varying group sizes, the optimal group size appears to be five (5). According to a resource on applications of probability and statistics:

As can be seen by the figure below, the number of possible social interactions begins to explode in groups with more than 5 people.

Research by Hackman and Vidmar (1970) on optimum group size for member satisfaction showed a similar outcome. They composed groups that ranged in size from 2–7 members to assess the impact of size on group process and performance for various kinds of tasks. After the groups had finished their work, they asked participants independently to indicate the extent of their agreement with the following two questions: Question #1– This group was too small for best results on the task it was trying to do. Question #2– This group was too large for best results on the task it was trying to do. The chart below indicates the average answers to these two questions on the same graph. Not surprisingly, few people in the dyad thought it was too large and few in the 7-​​person group thought it was too small. What is noteworthy is where the two lines crossed. They dropped a perpendicular line from that point to the horizontal axis and discovered that the optimum group size was 4.6 members.

So if you’re looking for the best size for a team, consider an odd number close to five. But remember the number is just one factor. Social sensitivity and being able to read emotions are attributes of successful team decision making. Consider the number and consider the members. Maybe they’ll need a little training in empathy and being sensitive to others as well as having a culture that allows all to fully participate. Sounds like the right-​​sized team that practices many of the principles of employee engagement can be the most effective.

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The importance of employee morale when using Groupon or other coupon promotions

by Sheila Margolis on January 23, 2011

Does your company use Groupon or other online promotions to pull customers to your business? And does it work?

An interesting article in the Jan.-Feb. 2011 issue of Harvard Business Review by Utpal M. Dholakia of Rice University’s Jones Graduate School of Business, suggests that when companies offer customers deep discounts to drive traffic, unhappy employees can damage the customer experience–and the promotion becomes a losing proposition for the company. Although in theory, the promotion is expected to be an opportunity to increase business and bring in new customers, in practice, deal-​​seekers often only purchase the deal, are not willing to buy extras, and when they are faced with overworked employees–exhausted from the increased traffic–they don’t want to come back.

Employees may feel overworked and may also disagree with the company even using the coupon program. And when the employees are unhappy, the customer experience will be affected. As the article states:

Your employees stand between your product and your customers, and ultimately they’re the ones who will make a promotion succeed or fail.

So before you use a coupon program to bring in more customers, take the time to include the employees in the decision making and planning process. Get employee input on how to make the experience a success. Through employee participation, you can achieve greater employee ownership and a better experience for the customer.

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Mergers and acquisitions increasing in 2011–Are you considering the human factor?

by Sheila Margolis on January 5, 2011

According to a Forbes article published December 28, 2010, merger activity will increase in 2011:

A recent study from Thomson Reuters and Freeman Consulting Services concludes that the global market for M&A will surge 36% in 2011 to over $3 trillion.

Sadly, most mergers do not achieve their objectives. Failed mergers that otherwise have a sound strategic and financial fit are typically the result of the loss of intangible, hard-​​to-​​measure, human factors on which the company’s tangible assets ultimately rest. M&As have the power to shake up an organization and ignite feelings of loss and uncertainty that can be devastating to a company and the people in it. Employees with years of knowledge and a depth of commitment to a company don’t just turn off the switch and feel dedication to something new. These transactions are fraught with challenges:

  • People who previously may have been competitors are thrown together.
  • Employees fear being earmarked redundant.
  • Competitors capitalize on the uncertainty.
  • Existing cultures change.

So what is the remedy? How can you manage in this climate of continuous change? How can you learn how to not only survive but also thrive in a constantly changing work environment? The solution begins with understanding culture.

  • Analyze the culture of both organizations prior to the deal and decide the culture of the organization that emerges after the deal.
  • Share with everyone the Purpose of the new organization, its distinctive Philosophy that directs employee actions, and the strategic Priorities that must guide workers so they are strategic in their work activities.
  • Access the fit of employees with this new culture and give employees the opportunity to evaluate their fit or lack of fit with the new culture. A merger or acquisition represents a new opportunity to create a compelling, ambitious vision to capture value not present prior to the transaction. Individuals must determine if they buy in and want to be a part of that vision and strategy. Is the future of the company a future you want to share?
  • Communicate–actually over-​​communicate. There is a lot of uncertainty and any and all communication will be appreciated by employees. Know that individuals want to know how the change will affect them so be sure to address the organization-​​wide changes and the changes that will impact each individual. Questions employees will have include: Do I have a job? Who will be my boss? What type of company will I be working for?

And a few months after things have settled, give employees an opportunity to voice their feelings and perspectives through a survey that is anonymous. Take the time to share survey results and any changes that will be made.

As companies choose to use mergers and acquisitions to grow and expand their reach and their offerings, they should take the time to clarify the cultural issues and focus on the people issues so that the deal is a financial, strategic and human success.

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Make 2011 the year of great relationships–how that applies to the work setting

by Sheila Margolis on December 28, 2010

In the Wall Street Journal article “Making 2011 the Year of Great Relationships,” Elizabeth Bernstein states:

Made any New Year’s resolutions yet? Here’s an idea: Focus on the state of your relationships instead of the state of your abs.

Increasingly, experts have been telling us how important social bonds are to well-​​being, affecting everything from how our brains process information to how our bodies respond to stress. People with strong connections to others may live longer. The quality of our relationships is the single biggest predictor of our happiness.

Research also shows that relationships–the social aspect of work–is a key component of building employee engagement. Employees are more connected to their workplace when they work with people who they genuinely care about as individuals. Sincere interest, caring and support by senior management, supervisors, and colleagues nurtures a sense of belonging and community. Relationships can be a powerful motivator.

Is your workplace one where people feel that sense of community? Do you sometimes describe your workplace as a family? As one employee stated: “It feels like family. It’s just a closeness. Here I feel like I am somebody. People know me. We take care of each other. We don’t just discuss work; we talk about life. We have a very caring environment.”

Having positive social connections helps people perform better on the job because they listen to each other and are more open.

As David Rock explains: “When you connect people together, you reduce social threat.” Individuals can be a friend or a foe. Collaboration hits walls when others are seen as foes rather than friends.

Building relationships can reduce silos and contribute to a more collaborative and productive workplace.

Relationships must be strengthened between leaders, managers and supervisors and the employees they lead and manage. The emotional connection between employees and company leaders impacts how employees feel about the company and their job. As people often state: “Engagement flows downhill or it does not flow at all.”

In the Towers Watson 2010 Global Workforce Study, 67% of employees want senior leaders to care about the well-​​being of others, but only 38% feel their senior leaders are caring.

Do leaders and managers know their employees? Are leaders genuinely interested in their employees’ well being? Having empathetic, caring managers who take the time to get to know employees—their strengths, aspirations, how they work best, how they learn, what inspires them and their challenges–promotes a more engaged employee.

As one employee described his relationship with his supervisor: “There’s always somebody you can talk to if you have a problem, whether it be personal or company-​​related. There’s nothing he won’t help.”

Engaged workers have supervisors who genuinely care about them. Think about the supervisors at your workplace:

  • Do they take time to guide employees?
  • Do they remove obstacles to optimize worker performance?
  • Do they provide tools, resources and equipment necessary to do the job?
  • Do they match workers’ individual preferences and strengths with tasks? Do they figure out what everyone does best and find ways for them to shine?
  • Do they inspire workers to do their best work every day?

And relationships must exist between employees. Engaged workers have friends at work. Collaborative relationships—working with people who care about each other and help each other succeed– are the key to business success. Relationships and caring about each other promotes a sense of community and nurtures enjoyment.

Do employees work in teams? Having evolved from hunter-​​gatherer bands, our orientation is to the smaller, more immediate group. In teams, relationships can be nurtured. People are more motivated in highly cohesive teams. Each member’s desire to be a member of the team is much stronger than their desire to leave. The members of a cohesive team each have a personal desire to see the continued existence and success of the team. Because they care about each other, they are willing to put forth extra effort.The younger Gen Y worker is typically comfortable being a team player.

Social connections where people feel others are friends at work creates positive feelings among workers which nurtures dedication and brings out the best in people.

Constructing a thriving workplace culture where employees are connected to their workplace requires understanding that employee engagement is a human endeavor. When employees have relationships and a genuine caring for each other, a company and its employees prosper. So let 2011 be the year of great relationships–not only in your personal life but also in your work-​​life. Quality relationships at work are key to business success.

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The Groupon corporate culture–what’s it like?

by Sheila Margolis on December 23, 2010

There have been lots of articles in the news about Groupon, so I thought I’d try to uncover  what’s “in print” about the Groupon organizational culture. Keep in mind that corporate culture is typically derived from the organization’s founder, or from the principles and ideals that drove the organization’s creation. Groupon’s founder and CEO is Andrew Mason.

First, this is how the Groupon website describes Mason:

Andrew Mason is the founder of Groupon as well as The Point, the collective action platform from which Groupon was born. Andrew’s mostly unremarkable existence began in Pittsburgh, PA; he moved to Chicago in 1999 to attend Northwestern University, where he lives today with his girlfriend and over 20 cats. Andrew graduated with a degree in music, the uselessness of which served as a chief inspiration to not be useless. Out of college, Andrew became a software developer by no ambition of his own, but via a series of acquaintances offering to give him money to do incrementally harder stuff on computers. Excited by the power of technology to change the world, Andrew developed Policy Tree, a policy debate visualization tool, and won a scholarship to attend the University of Chicago Harris School of Public Policy in 2006. In school for only 3 months, the flighty Andrew dropped out after receiving an unexpected offer to fund the idea that would become The Point. The Point, a ground-​​breaking approach to online collective action and fundraising, launched in November 2007. One year later, Andrew founded Groupon, leveraging the collective buying technology of The Point to make it easier (and cheaper) to experience all the great stuff in Chicago. At various points in his life, Andrew has also started businesses to deliver bagels as if they were newspapers, and sell muffins with cranberries that he found in his backyard to people living on his street. When he isn’t working, Andrew spends most of his time writing his life coach training book, Unleash the Power Within the Power Within: Self Help For Self Helpers.

Just for clarification, in a CNBC interview, an anchor asked if it is true that he has 20 cats. Mason responded, “No. Most CEOs will make stuff up about themselves to sound way smarter and cooler and people are disappointed to find out otherwise. I decided to set the bar very low and make up lies about myself that make me sound lame.”

Below are how the founder and the culture have been described in the news:

  • This is how a Wall Street Journal article described the culture: Andrew Mason is described as the boyish entrepreneur. His desk is no different from the others–located in the middle of rows of white desks with a live feed to the Palo Alto satellite office. Perky, good looking and young employees look like they’ve stepped out of a J. Crew ad. The focus is on their army of savvy sales representatives. And they offer The Groupon Promise if customers are not satisfied plus they have a 24 hour hot line. Many customer care professionals are from Chicago’s improv-​​comedy scene. Irreverence is core to the culture–their offices had a monkey dressed in a Santa suit and a male actor strutting through the office in a tutu for a week–totally mute. There is no dress code or vacation policy. Because “surprise” is also core to the business–a surprise deal of the day–this desire to surprise is core to  how people do their work. CEO Mason realizes that a company’s purpose may not initially feel altruistic, but companies in business to make money are really equally in business to make a contribution that does good for others.
  • At Deals & More, they compare the cultures of Google and Groupon: “While Google likes to think of itself as quirky and nerdy, it’s got nothing on the off-​​kilter atmosphere created by Groupon CEO and founder Andrew Mason, who’s said he pulls pranks on his staff like hiring a man to walk around the office in a ballerina’s tutu. Google’s idea of a creative environment are lava lamps, exercise balls, and cartoon logos.”
  • In an interview with Chicagomag​.com, Mason is described this way:  “With an untucked sartorial style and a tendency to stare at the table rather than make eye contact, the tall, wholesome 29-​​year-​​old seems more like the boy next door than the next Steve Jobs or Jeff Bezos—tech superstars to whom Mason is being compared in the business press. ‘I’m just not used to talking that much about myself,’ he says. ‘It feels strange.’ He doesn’t have the CEO patter down, either. That is part of his charm.”
  • In an AOL Small Business interview, Mason said: “Part of the fun of this business is sending a deal that is for something you normally don’t do, like getting a deal to go to an indoor rock-​​climbing facility or experience a sensory-​​deprivation tank, and suddenly that person is saying, ‘Well, if I’m ever going to do this now, this is the time,’ and then maybe that person becomes an avid rock climber as a result.” Mason further states, “We’re a very humble group, and we don’t take anything for granted.”
  • In TechCrunch, from a Charlie Rose interview, Mason talks about the surprise element of the culture: “I think part of what makes Groupon really fun for consumers is this element of discovery, finding new things, being surprised every morning what the deal is. And we try to remain surprising and we try to do things, whether it’s the deal you’re getting or whether it’s the way we’re writing about the deal or whether it’s the brand and the culture of he company, that’s constantly surprising people, because that’s kind of the spice of life.” Mason explains, “I think the discount is this great trick that we’re playing on people, because we’re tricking them to get out of the house and live their lives, because it’s there for one day.” Mason cares about the local community stating, “For consumers, we want to reverse this trend of spending more and more time on the computer and help people rediscover their cities.”
  • In Fast Company, Mason says: “The accident of my success comes from injecting creativity into normal, sterile situations.”
  • In an interview in This Week In, Mason explains: “We hire great people, give them freedom to be awesome and they are a very humble group, they are all equal.”
  • In a Chicago Tribune article, Mason is described as CEO and jester. The article states, “As a youngster, Andrew Mason was the creative one with an offbeat sense of humor, organizing projects for his sister and friends that included forts made out of afghans, costumes and stages for plays, and building a bike path in the woods near his Pittsburgh area home.”
  • In an interview posted in Mixergy, Mason talks about failure: “When we started Groupon from the beginning, I had this paranoia. Since then I’ve kept a list that I look at every week of what are the biggest problems for the business. What are the ways it could fail? It sounds almost fatalistic but it really frames my way of thinking. I’ve found it to be useful and it’s helped us focus on the right things and anticipate problems instead of getting to have them. Knowing that no matter how great you are, you, too, can fail.”
  • In an MSNBC article, it describes Mason this way: “His only dress code: no sunglasses inside — because Mason hates how rock star Bono constantly wears sunglasses. Mason has been in a few rock bands, too, often stopping his shows to hand out family photos or to lead audiences in group exercises.” He has been described as eccentric, an inspiring genus, quirky, smart, driven – but with a very weird sense of humor.

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