What I Learned From Working at Uber
Amy Sun
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There are some lovely sentiments here. There is also a lot of danger here.

One lesson I believe the author needs to unlearn — for the sake of her career and her employers — is “Be results-oriented, not task-oriented or perception-oriented.” Uber was results- and not perception-oriented, and you can see where it got them. Travis was, too. Wells Fargo, VW and Enron were results- and not perception-oriented. When you put short-term results above all else, it encouraged not just ethical lapses but also poor decision making.

The brands and people who succeed are the ones who realize that perception matters. I’d suggest the author of this post read Simon Sinek’s “Start With Why,” because the “what” will get you so far, but the “why” is what sustains people and brands. “Making money” or “being bigger than everyone else” may help for a while in the meritocracy of Silicon Valley, but it also is why so many once-hot startups stumble and fail.

As for some of the other things posted here, the truth of the matter is that many leaders at Uber were NOT owners or held accountable. They did terrible things that endangered the company — the sorts of things that would have gotten them fired elsewhere — and they skated through it. And having a boss who’s available 24/7 isn’t really a good thing — that’s his way of modeling behavior and saying (without words) what he expects of everyone else. Good bosses take time off and demonstrate to their employees that the job is only one piece in the puzzle of life.

I appreciate Ms. Sun sharing her insights and giving the Uber situation a positive spin, but I think with more reflection, experience and time, she may see how some of the things she wrote about positively here were the very reasons Uber now faces an enormous reputation crisis, a vacuum of leadership and a shakier future.

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