Writing at Recode, Inkling founder and CEO Matt MacInnis discusses how he discovered his own values as a leader when he left Apple after eight years to start his own company. In the beginning, he explains, he attempted to emulate the tech giant’s famous culture of secrecy, because he had seen it work so well for Apple, but soon began “to recognize that some of the default settings I had adopted were at odds with my own values”:
I did at Inkling what I had been trained to do at Apple: I strictly controlled information flow in and around our tiny organization. I had an aversion to speaking with media. I insisted that new employees sign strict NDAs. And I behaved as though our little-known brand and products were worthy of instant, outsized coverage. It was a tad nutty. …
My own move from middle management at Apple to executive leadership in a startup provided time for reflection and recognition of what is most authentic in me. While retaining some of the most valuable characteristics of Apple — a commitment to craftsmanship, strong top-down leadership and a devotion to hiring A-level players — I also forged an independent course. I found my own voice in radical openness and transparency, a hallmark of the Inkling culture.
We all eventually recognize that we don’t get to choose our core values. Rather, they choose us.
MacInnis’s experience both at Apple and as a founder speak to some of the core lessons of our latest research at CEB (now Gartner) into how organizations can effectively and design and manage culture.