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WELCOMEABOARD!
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I.
II.
III.
ContentsHOW TO USE THIS BOOK
WELCOME TO MYSIDEWALK
SETTLING IN
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I. HOW TO USE THIS BOOK
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We get it. On day one – even day 100
– you’ll have questions. That’s why we
created this handbook. Working at
mySidewalk is a rare breed of culture.
We expect a lot from you and you should
expect a lot from us. Yet before we
begin that endeavor, we figured it would
probably help to give you the one-up.
So consider this your one-up. And then get ready to dig in.
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Day
1
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You’re going to be challenged. It’s bound
to happen. We hold our hiring practices to
the highest standards and as such, we hold
you to high expectations as well.
Let’s think through this for a second.
We need not only world-class talent, but
also individuals who are trustworthy, gritty
and, bar none, embody our values. That’s
not an easy ask. Through various tests,
interviews and questions, you’ve passed
every step of the way. We’d like to take a
moment to recognize that feat.
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II. WELCOME TO mySidewalk
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Our Mission
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mySidewalk builds better communities by involving people in things they care about.
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Our Values Our Values
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For many companies, values are what’s
written on a wall but not really lived out
within a culture. We’re proud to say that’s
not the case for us: we only recently got
our values up on the wall.
Values at mySidewalk are not just a
feel-good statement but rather the
expectations to which we hold each other.
We think about these five values
as part of our core business:
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Collaborative (intentional, purposeful collaboration) My best work is never as good as our
best work. We challenge and question
the work of others for the betterment of
the company. Yet we do it with a level of
respect that ensures our intelligence is
only as strong as our humility. We hold
others to the same high standards to
which we hold ourselves.
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Community Focused (we give back because we are blessed) Everyone can relate to a community.
Maybe it was a team, a city or a class for
you, but somewhere along the way, we all
were inspired by a deeper purpose and
sense of belonging. That deeper purpose
continues to drive us.
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If not us, then who?(we are the team, company, individual to take action first) You own our future. The individuals chosen
for this company are the ones who direct
its path. It’s our effort, our grit and our
discipline that determine just how far
we go. It’s up to you to push for that to
happen.
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Hope (an optimistic, positive mindset) We are disgustingly positive. Sure, we do
things wrong. Sure, we miss the first time
around. But at the end of the day, our
belief is stronger than our willingness to
give in. We come back, day in and day out,
because we believe we’ll change the world.
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Relentless (urgency, tenacity, scrappiness, persistence) We work hard – harder than you’ve ever
worked before. We have a pace that makes
other companies envious, and we do it so
no one can ever catch us. No one will be
better. We are more than a work ethic; this
is the never-say-quit mentality that pulls
you through your worst days and propels
you to your best.
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Our Structure
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At mySidewalk, we consider hierarchy a
bit cumbersome, especially when we hire
the best and the brightest. If you’d like for
us to dictate your schedule and give you
strict reporting hours, by all means: find
another company.
See, we operate under the understanding
that if you’re half as great as we think you
are, you’ll need just a little guidance and
then you’ll figure it out. And that’s what
we’re hoping to do with our structure.
Find folks. Ask questions. Own your role.
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The Flywheel
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Everything in our business starts with one
key question: why?
Why are we here? Why are we doing this?
Why do we believe we can change
the world?
Though the tactics may take several
iterations, fundamentally, we know the
thinking behind our flywheel is the vision
to get us there. At any point in time, a
customer or user could enter the flywheel.
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• Maybe they’re a school and want to ask a question
(organization). • Maybe they’re a parent looking
for information on parks in the area (participant).
• Maybe they’re a parent coming back to ask a
question about the park they visited. (retention)
• Maybe they’re an architecture firm running a
project for Kansas City (data).
Whatever the case, our business model
is rooted in a sense of flexibility so our
value has no start and stop point. Our
value is a connection made at every point
throughout the process: organizations,
participants, retention and data. And while
your role may help us specifically in one
area, your charge is to ensure we never
lose sight of that vision.
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The mySidewalk Flywheel
ParticipantsOrganizations
RetentionData ($)
Content
Data
Per
sona
lized
$
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The Life & Times of our Story
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Winter 2010Planning consultants Nathan Preheim and Nick Bowden found MindMixer after traveling too far for one too many lackluster public meetings.
Summer 2010The first MindMixer site, Pass the Potatoes, launches in Nebraska.
2011MindMixer’s first office opens in Omaha, Neb.
Summer 2012MindMixer is selected for Code for America’s inaugural Civic Accelerator.
August 2012MindMixer’s Kansas City, Mo., office opens.
December 2012More than 450,000 people are collaborating on MindMixer.
January 2013Redesign makes all MindMixer sites device-responsive.
Winter 2013MindMixer acquires social media analysis company VoterTide.
Summer 2013MindMixer’s Lincoln, Neb., office opens.
August 2013Chief Engagement Officer Nick Bowden is voted Executive of the Year in the Silicon Prairie News Awards.
December 2013The MindMixer online community has grown to 600 communities.
Spring 2014Omaha and Lincoln teams move to Kansas City.
July 2014The team sets up shop in in our permanent home in the Barkley building, 1735 Baltimore.
August 2014MindMixer is voted Startup of the Year in the Silicon Prairie News Awards.
September 2014With the knowledge and experience gained from working with more than 800 communities around the world, MindMixer launches mySidewalk to give its 1.6 million participants a better way to connect with what they love about where they live.
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Winter 2010Planning consultants Nathan Preheim and Nick Bowden found MindMixer after traveling too far for one too many lackluster public meetings.
Summer 2010The first MindMixer site, Pass the Potatoes, launches in Nebraska.
2011MindMixer’s first office opens in Omaha, Neb.
Summer 2012MindMixer is selected for Code for America’s inaugural Civic Accelerator.
August 2012MindMixer’s Kansas City, Mo., office opens.
December 2012More than 450,000 people are collaborating on MindMixer.
January 2013Redesign makes all MindMixer sites device-responsive.
Winter 2013MindMixer acquires social media analysis company VoterTide.
Summer 2013MindMixer’s Lincoln, Neb., office opens.
August 2013Chief Engagement Officer Nick Bowden is voted Executive of the Year in the Silicon Prairie News Awards.
December 2013The MindMixer online community has grown to 600 communities.
Spring 2014Omaha and Lincoln teams move to Kansas City.
July 2014The team sets up shop in in our permanent home in the Barkley building, 1735 Baltimore.
August 2014MindMixer is voted Startup of the Year in the Silicon Prairie News Awards.
September 2014With the knowledge and experience gained from working with more than 800 communities around the world, MindMixer launches mySidewalk to give its 1.6 million participants a better way to connect with what they love about where they live.
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Winter 2010Planning consultants Nathan Preheim and Nick Bowden found MindMixer after traveling too far for one too many lackluster public meetings.
Summer 2010The first MindMixer site, Pass the Potatoes, launches in Nebraska.
2011MindMixer’s first office opens in Omaha, Neb.
Summer 2012MindMixer is selected for Code for America’s inaugural Civic Accelerator.
August 2012MindMixer’s Kansas City, Mo., office opens.
December 2012More than 450,000 people are collaborating on MindMixer.
January 2013Redesign makes all MindMixer sites device-responsive.
Winter 2013MindMixer acquires social media analysis company VoterTide.
Summer 2013MindMixer’s Lincoln, Neb., office opens.
August 2013Chief Engagement Officer Nick Bowden is voted Executive of the Year in the Silicon Prairie News Awards.
December 2013The MindMixer online community has grown to 600 communities.
Spring 2014Omaha and Lincoln teams move to Kansas City.
July 2014The team sets up shop in in our permanent home in the Barkley building, 1735 Baltimore.
August 2014MindMixer is voted Startup of the Year in the Silicon Prairie News Awards.
September 2014With the knowledge and experience gained from working with more than 800 communities around the world, MindMixer launches mySidewalk to give its 1.6 million participants a better way to connect with what they love about where they live.
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III. SETTLING IN
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We hear all the time that 30 days at
mySidewalk feels like 60 days – in the best
way possible. Sure, you may not know
everyone’s name (you think the majority
of people are called Nick) and yes, you’ve
gained 10 pounds from our awesome
lunches, but otherwise, you’ve started
carving out an impact.
Since we don’t have much of a ramp-up
time, team members feel engaged in their
work on day one. Yet as you start to dig
in, we also think a few key culture insights
help navigate your success along the way.
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Discourse
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Most companies probably wouldn’t help
you through their culture by talking about
discourse first, but we think it’s pretty
important. In its most basic sense, we
think our ability to be critical about our
work and the work of others ensures
mySidewalk’s success.
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OUR PRODUCT CHARTER SUMS THIS UP PRETTY WELL:
• We have a rare and fleeting opportunity to build
the world’s first civic network.
• No one knows as much as everyone;
good ideas can come from anywhere.
• Honest and critical conversations about
our ideas are crucial.
• Understanding the purpose of what we build allows the person closest to the problem to come up with the best solution.
• Data helps us make better decisions; we collect data,
run tests and look to data to guide our next steps.
• The best products are inspired by big visions,
but powered by iterations.
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For many, these kind of honest and critical
discussions are a serious culture shift.
By no means do we encourage arguing
for the sake of arguing but we do believe
a respectful, thoughtful dialogue around
serious issues helps our greatest problems
become our greatest solutions.
If you have issues with this, that’s fine. We
welcome the debate.
But debate we will.
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Failure
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We’ve been told we work in a high-
performance environment. What may
be tough to decipher at first is that we
also have a high-failure environment. We
believe in failing fast, failing often and
coming back with the best option yet.
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Consider this the greatest learning
environment of your career. You have the
opportunity to be bold, be creative and
learn from everyone around you. Though
we encourage debate, we balance it with
humility. Criticalness and failure are common
to every mySidewalk team member, so when
you experience similar feelings, we get it.
We’re right there with you.
If you want to succeed at mySidewalk, never let a fear of failure stop you.
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Leadership
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We probably gave you a title.
We usually do.
But in all reality, this role is yours to own.
You see, when it comes to providing clarity
to candidates, we believe in titles. A title
tells you what you’ll help us do and what
team you’re a part of to make that a reality.
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The hard part is, once you get here, we’re
not the best at providing clarity. What we
do is hard – and involves ambiguity. So,
rather than build out everything around a
title, description or role, we think in terms
of how you get your work done.
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At mySidewalk, we believe in a few key items: • Hire the most talented individuals. They
can figure out what needs done in their
role much better than us.
• Build leadership in the way you act and
the work you produce.
• Leadership is an activity, not a title.
We may be a flat organization,
but we have leaders all over the place.
And in our experience, actions speak
louder than titles.
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Flexibility
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You may not believe us, but we don’t have
a vacation policy. Take it when you need it.
Ok. Going to let that one sink in.
Here are typical questions we encounter
when we get to this section:
• So, could I just not work for the year?
• Wait. What if I need three weeks in
Europe? Won’t someone get mad if I take
vacation?
• THIS IS A TRICK, RIGHT?
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You see, the thing with us is, we work extremely hard (emphasis on the
extremely) (maybe double emphasis on
extremely). We ask a lot of our people and
the work they produce. We hold the bar
high, and we know you often need a break
to keep those standards. So take one.
If you’re not getting your work done
(see: take a year’s vacation), we’re going
to have concerns about your job, not
your vacation, and we’re going to have a
conversation to correct it.
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For most of our team members, we have
more issues getting them to actually take
vacation than taking too much vacation.
Bottom line: get your work done;
communicate to others when you need a
break; and please, take a vacation.
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ENJOY THE RIDE!