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And when I can stick to this way of collaborating with my team, it creates a virtuous cycle for me as a leader and manager, too. By having...

And when I can stick to this way of collaborating with my team, it creates a virtuous cycle for me as a leader and manager, too. By having more group-based async and sync collaboration, I get more context I can reflect on to give my team feedback so they can grow faster. It's a more effective way to lead, as I can get that context for multiple people at once when they're present in the same group discussion, and I can also see the interpersonal dynamics too.

It's important that psychological safety exists in these group settings so people feel comfortable sharing half-formed thoughts,...

It's important that psychological safety exists in these group settings so people feel comfortable sharing half-formed thoughts, challenging assumptions, and building on each other's ideas. Sometimes if that trust isn't there, some work needs to be done 1:1 and in smaller sessions to make sure the team can collaborate effectively as a group.

This doesn't mean eliminating 1:1s. But I've found myself getting much more diligent about the purpose of 1:1 meetings with my...

This doesn't mean eliminating 1:1s. But I've found myself getting much more diligent about the purpose of 1:1 meetings with my direct reports. They are for coaching, feedback, and deeper personal connection.

It started to click for me that I'd regularly discuss current projects in those 1:1 meetings. But it's much more effective to force those discussions to happen in groups, so they benefit from broader perspectives and create shared context and buy-in more immediately.

Here's why group-based collaboration is so powerful:→ Ideas benefit from real-time refinement from multiple perspectives→ The group...

Here's why group-based collaboration is so powerful:

→ Ideas benefit from real-time refinement from multiple perspectives
→ The group develops a shared understanding rather than fragmented context
→ Decisions gain broader buy-in naturally
→ Cross-functional collaboration happens organically
→ Brainstorming and decision making is streamlined by avoiding the need for multiple 1:1 conversations

I've been adjusting the way I lead at Buffer, moving away from primarily 1:1 interactions with my direct reports, towards striving for...

I've been adjusting the way I lead at Buffer, moving away from primarily 1:1 interactions with my direct reports, towards striving for as much transparent and group-based collaboration in projects as possible.

This wasn't an obvious move for me, as I've always valued the alignment, depth and trust that can be achieved 1:1. But over time I've found there are real costs to over-reliance on 1:1 collaboration, and significant benefits of collective brainstorming and decision making.

“An organization, as a whole, is more conservative and resistant to change than the individuals who comprise it. Do not assume that...

“An organization, as a whole, is more conservative and resistant to change than the individuals who comprise it. Do not assume that general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.” - Ed Catmull

We had our team-wide All Hands earlier this week, and each month we celebrate the team anniversaries (we call them Bufferversaries)...

We had our team-wide All Hands earlier this week, and each month we celebrate the team anniversaries (we call them Bufferversaries) 🎉

It's so heartwarming to me that we have such a long tenured team. Can you believe there are 49 collective years put into building Buffer here?

We're undoubtedly in a stronger position by having a team with so much context of the journey we've been on. I never take it for granted that people choose to stay long-term at Buffer.

Introducing Streaks in Buffer 🪴 Post at least once a week to build your streak – miss a week and it resets.I've found that...

Introducing Streaks in Buffer 🪴 Post at least once a week to build your streak – miss a week and it resets.

I've found that consistency in social posting leads to compounding benefits. Data confirms it: a 10-week posting streak can lead to 5x more engagement.

Try Streaks in Buffer today ✨

Did you know that we publish all of our Shareholder Updates transparently at Buffer?We have a publicly viewable shareholders section of our...

Did you know that we publish all of our Shareholder Updates transparently at Buffer?

We have a publicly viewable shareholders section of our website where we add the exact updates that I send out by email each month to our investor, team and alumni shareholders of the company.

I sent out our update for November 2024 yesterday. Here are the key numbers:

- MRR: $1,647,532 (+1.69%)
- ARR: $19,770,381 (+1.69%)
- Customers: 59,159 (+1.40%)

Read the full update: https://buffer.com/shareholders/no…

Read my longer reflection on hitting $20M in ARR for the second time: https://joel.is/posts/1734464838/

Read my longer reflection on hitting $20M in ARR for the second time: https://joel.is/posts/1734464838/

Today is a special day at Buffer - we just crossed $20M in ARR 🎉🚀What makes it extra special, is that this is the second time...

Today is a special day at Buffer - we just crossed $20M in ARR 🎉🚀

What makes it extra special, is that this is the second time we've reached this milestone. It's been a years-long whole-team effort to achieve the turnaround.

We've achieved $20M more efficiently this time around - last time we were 86 people which translated to $234K revenue per employee. This time we're 73 people and are achieving $274K revenue per employee.

Check out my interview with Mark MacLeod on The Startup CEO Show:🎧 Listen on Apple Podcasts: https://go.joel.is/RveS4qQ🎧 Listen on...

Check out my interview with Mark MacLeod on The Startup CEO Show:

🎧 Listen on Apple Podcasts: https://go.joel.is/RveS4qQ
🎧 Listen on Spotify: https://go.joel.is/S3YSr6I
📺 Watch on YouTube: https://go.joel.is/vHidpFC

I'd love to hear any comments or questions if you get a chance to listen/watch!

I enjoyed being on The Startup CEO Show to chat building Buffer.Topics we covered: transparency as a core value, taking a long-term view,...

I enjoyed being on The Startup CEO Show to chat building Buffer.

Topics we covered: transparency as a core value, taking a long-term view, buying out investors, navigating a co-founder breakup, working through revenue decline back to growth, fatherhood.

Links to listen/watch in next post ⬇️

It's a little hard to believe. Fourteen years ago today, I launched Buffer from my apartment in Birmingham, in the UK.Today the business...

It's a little hard to believe. Fourteen years ago today, I launched Buffer from my apartment in Birmingham, in the UK.

Today the business generates $1.65 million per month, serves 59,000 customers, and enables fulfilling work for 72 people.

Read my reflections on the journey: https://joel.is/fourteen/

The @bufferapp team has officially achieved 10% year over year growth in MRR/ARR for 2024 so far 🎉This year is proving to be an...

The @bufferapp team has officially achieved 10% year over year growth in MRR/ARR for 2024 so far 🎉

This year is proving to be an incredible turnaround year to get us back to MRR/ARR levels of 3 years ago.

I'm excited to see where we can land by the end of the year. And we have big plans for 2025!

Very rarely are there correct ways when it comes to how to build a business. Trying to find the correct way is a trap. What we must strive...

Very rarely are there correct ways when it comes to how to build a business. Trying to find the correct way is a trap. What we must strive for is to find our way.

The challenge is most of our upbringing is focused on drilling into us that there is a correct way for everything.

These days, I've arrived at a very blended approach to leading Buffer. I work in, and on, the business. And in fact, in recent years...

These days, I've arrived at a very blended approach to leading Buffer. I work in, and on, the business. And in fact, in recent years I've really sunk back into the business and work very actively with every team. It's the best way I've found stay connected to the details, have that context to arrive at strong strategic decisions, and maintain my passion for what we're doing.

The times when I fully stepped out of the business and attempted to mostly work "on the business", were the times that I had the...

The times when I fully stepped out of the business and attempted to mostly work "on the business", were the times that I had the worst ideas and the least clear strategy. Those were the times the team felt the most disconnected from me, and I lost a strong intuition on the best initiatives to move the company forward. And those were also the times I lost my passion for the work we were doing.

No doubt, you need to ensure you are spending enough time working on the business at a higher level, setting the vision and strategy, and...

No doubt, you need to ensure you are spending enough time working on the business at a higher level, setting the vision and strategy, and spotting new opportunities. But I've found the best way to do that is to be in the business enough to have the context to arrive at great high level conclusions and decisions.

I've been reflecting on working in, vs working on the business. Many will advise you to get out of the business, and work "on the...

I've been reflecting on working in, vs working on the business. Many will advise you to get out of the business, and work "on the business" instead of "in the business".

My experience of achieving the best outcomes has been different: