Three Cs of company building: culture, communication & conflict
Discover key insights from the co-founder of Amboss, the learning platform used by two million people worldwide. We delve into finding a successful co-founder, mastering communication and conflict management, and leveraging company culture to drive team performance and boost business outcomes.
Welcome to the Emerge Product-Market Fit Academy series, where we bring you practical insights and advice from accomplished operators and founders in edtech. This series is dedicated to helping early stage edtech founders navigate the challenging path to achieving product-market fit.
In this case study, we’re delighted to feature Dr. Sievert Weiss. Sievert is the co-founder of Amboss, a medical platform that has fundamentally changed the way medical knowledge is acquired and utilised at point of care. Amboss is a lifelong learning companion from day one of medical school, until retirement. It helps medical students prepare for exams and supports physicians in their day-to-day job by highlighting up to date information and breaking down the most important topics. Within a year of founding Amboss, 95% of German medical students were using the product. As of today, Amboss has raised €60M in venture funding and more than two million healthcare professionals in over 180 countries rely on the Amboss learning platform.
Amboss has offices in New York, Cagliari, Berlin and Cologne, and its international team encompasses more than 400 physicians, scientists, and software engineers. Sievert is also involved in multiple edtech startups and is an angel investor in companies like Junto, a digital-first cohort-based leadership training, powered by world-class operators; Aumio, sleep and mindfulness audio content for children; and myReha, the first digital neuro-clinic.
In this conversation with Sievert, an experienced founder and leader of a global organisation, we dive into the essential aspects of building a successful company and pull out actionable insights for early-stage founders. Specifically, we drill into the elements you need to get right from day one to allow you to reap the benefits for years to come: from understanding what traits to develop as a founder, to learning how to intentionally build company culture.
By the end of this article, you’ll understand more about:
- Key traits of successful founders
We share why Sievert doesn’t believe in inherent traits that make a founder — and more importantly what ‘learnable’ key traits he believes to be useful when starting a company. - Choosing then maintaining: the co-founder relationship
A co-founder relationship is a like a marriage. While complementary skill sets are important, we cover why the choice of co-founder is so much more than a plain skill set analysis — and how to avoid common pitfalls leading to a relationship breakdown. - Communication for conflict management
Conflict management is consistently one of the most difficult skills for founders to master. Could the Non-Violent Communication (NVC) framework help? We explain how it can equip founders with the tools to tactfully navigate conflict. - Creating a safe space for feedback
We reveal Amboss’ six core pillars for building trust and a strong feedback culture, which Sievert believes has been a catalyst for company growth. - Building an intentional company culture
Culture doesn’t happen overnight; it’s an intentional commitment that’s about far more than the values on the wall. Sievert shares what culture means at Amboss and how it manifests.
KEY TRAITS OF SUCCESSFUL FOUNDERS
Sievert Weiss never intended to become a founder. His entrance into the world of startups was far from premeditated, commencing during a study group’s arduous preparation for a final exam in medical school. The prevailing inefficiencies and frustrations sparked the ambitious idea for a digital tool, accessible to all students, that could revolutionise exam preparation. This notion ignited a spirited discussion, and within months of graduating, Sievert and his peers found themselves contemplating a daring question: “Should we embark on this venture now, or risk being consumed by the hospital routine indefinitely?”
Setting a two-year timeline, they began working on the idea that later became Amboss. Little did they know that this seemingly spontaneous decision would end up reshaping the landscape of medical education, with offices in the US and Europe and an international team in the hundreds.
Sievert is unimpressed by sweeping generalisations made about the existence of certain founder personality types or traits. In fact, he worries about the harmful impact of making entrepreneurs doubt whether they have the right ‘traits’ to be a founder simply because they don’t fit a pre-existing mould. From Sievert’s experience, the successful founders he has come across have hailed from diverse backgrounds with a wide range of personality traits. While eschewing the notion of a singular founder archetype or inbuilt founder traits, he notes that there are certain traits — all of which he believes are learnable — that prove valuable in the entrepreneurial journey.
Firstly, a bias to action is crucial. “If you don’t make the first move, then nothing will happen,” says Sievert. Founders must overcome inertia and push forward, translating ideas into tangible actions that propel their ventures forward. Optimism — you could even call it even a touch of naivety — can also be great fuel for a founder, propelling them to imagine a desirable future and build something better than the status quo to meet it.
A positive outlook and the ability to see the light at the end of the tunnel are equally important for enduring the long and challenging journey of entrepreneurship. Perseverance becomes increasingly vital over time. Founder journeys are filled with highs, lows, and near-death experiences. By staying determined and positive, founders can navigate these challenges and keep moving forward.
Adopting the regret minimisation framework has served Sievert well, both in the early days of founding Amboss, and throughout his entrepreneurial journey.
“Will I regret not doing this when I’m 80 years old? If the answer is yes, then you should go for it. I think this holds true both for the entire entrepreneurial journey, but also for decisions that you have to take within.”
Sievert believes that these traits — a bias to action, optimism and perseverance — can all be learned and built on. In fact, continual improvement is a cornerstone for founders. “It’s about a growth mindset,” Sievert says. Founders must be willing to acknowledge that there is always more to learn and remain open to different perspectives. The key is to approach encounters as valuable learning opportunities. “I do think that I can learn something from anyone.”
To facilitate continuous learning, Sievert immerses himself in books, podcasts, and discussions with others to allow him to glean insights and stay informed. He carves out dedicated time slots on his calendar for reading and schedules specific calendar reminders for focused learning. Otherwise, time very quickly disappears and the calendar fills up. While exercising, he maximises his time by listening to podcasts. Being intentional about creating reminders and allocating dedicated time slots for self-improvement is crucial. By proactively integrating learning into their routines, founders can prioritise their personal growth and development.
CHOOSING, THEN MAINTAINING: THE CO-FOUNDER RELATIONSHIP
Once you decide to launch a company, the next important decision for many early-stage founders is finding someone with whom to share the journey. When it comes to choosing a co-founder, Sievert’s experience leans towards the serendipitous side rather than a carefully engineered decision. Amboss was founded by a group of friends who stumbled upon an opportunity together, a real pain point they had all experienced first-hand.
Reflecting on the journey, Sievert emphasises the significance of understanding each co-founder’s strengths and weaknesses and leveraging them in a complementary manner; an approach they have only begun to exploit in more recent years. While the initial focus may not have been on intentional skill set alignment, Sievert highlights the importance of recognising individual capabilities and fostering an environment where each co-founder thrives in their respective areas. This awareness can drive a more strategic distribution of roles and responsibilities as the startup evolves.
However, beyond skill sets, Sievert stresses the need to evaluate potential co-founders as a long-term partner.
“You really need to want to spend the next five to 10 years with this person. Not only in good times when your startup succeeds and raises one round after the next, but there will be lows as well. It’s more like a marriage than anything else. It’s not just complementary skill sets, it’s about spending time with each other, being able to resolve conflicts, communicating clearly with one another and those kinds of things. I don’t think it’s just a plain skill set kind of analysis.”
Once you’ve chosen a co-founder, it’s another question entirely of how to cultivate that relationship. It requires intentional efforts to establish trust, embrace effective communication, and proactively address conflicts. Co-founder breakups often stem from reasons that can be traced back to two failures: failure to build trust and failure to communicate effectively, particularly on the hard discussions. Sievert has two key principles for avoiding these culprits of co-founder breakups and fostering a strong co-founder relationship:
- Cultivate trust through openness
Developing deep trust with your potential or existing co-founder is crucial. Sievert advises founders to prioritise building a foundation of trust, which enables honest and authentic communication. This includes being vulnerable. Your co-founder(s) is the only other person who can truly understand your journey, or at least come closest to it. Openness creates an environment where there are no hidden agendas or information withheld, allowing for clear and open discussions. - Proactively address conflict
Communication often breaks down around tricky topics due to our fear of conflict. Rather than avoiding conflict, founders must recognise that managing conflict is part of their role. Addressing conflicts early on and encouraging managers to do the same is crucial. While uncomfortable in the moment, timely conflict resolution prevents issues from festering and escalating. Particularly between co-founders, it is vital to avoid that silent build-up of tension or resentment that creates a divide within the company. If there is any misalignment in the leadership team, it will undoubtedly trickle down to the whole organisation, so it is paramount to be on the same page.
COMMUNICATION FOR CONFLICT MANAGEMENT
As a founder, navigating conflict effectively is part of your job.
To readers who have not previously come across the concept of Non-Violent Communication, it might seem like a strange term. However, Sievert highlights that it can be a powerful tool for managing conflict constructively, not just with a co-founder, but with or between anyone in the company.
Non-Violent Communication (NVC) is a framework developed by Marshall Rosenberg that focuses on compassionate and empathetic communication. It provides individuals with a structured approach to express themselves honestly while fostering understanding and connection with others. While commonly associated with personal relationships, Sievert asserts that NVC can be valuable in a professional setting too.
“As human beings […] We try to not have conflict. I think in the company setting, it’s not that you want to have conflict, but there are always things that can be addressed. You should be addressing these conflicts as early as possible, and you should also encourage your managers to do that. It might be uncomfortable in the moment, but there’s no other way. If you keep dragging on the problem, then things will only get worse.”
NVC offers a constructive way to address these challenges and promote healthy interactions among team members. It consists of four essential steps:
- Observation
The first step in NVC is to make objective observations of the situation. It involves describing what you see or hear without interpreting or evaluating it. The goal is to present the facts in a neutral and non-judgmental manner. By observing without judgment, you create a foundation for effective communication.
Example: instead of saying, “You always interrupt me during meetings,” you might say, “During our last two meetings, I noticed that I was interrupted while speaking.” - Feeling
The second step involves expressing your feelings about the observed situation. It is important to identify and acknowledge your emotions, as they provide valuable information about your needs. Be honest and use emotion words to describe how you feel.
Example: instead of saying, “You make me angry when you don’t listen,” you might say, “I feel frustrated and unheard when my ideas are not acknowledged.” - Needs
The third step focuses on identifying the underlying needs or values that are giving rise to your feelings. Humans have universal needs such as autonomy, respect, connection, and security. By recognising and articulating your needs, you create an opportunity for understanding and connection with your colleagues.
Example: instead of saying, “You never consider my input,” you might say, “I have a need for collaboration and a desire for my opinions to be valued.” - Request
The fourth step involves making clear, positive requests that are specific, doable, and aim to meet your needs. Avoid demands or manipulative language. It’s important to express your requests in a way that allows the other person to willingly respond, rather than feeling coerced or threatened.
Example: instead of saying, “You need to listen to me more,” you might say, “Would you be willing to set aside some time during our meetings for each person to share their ideas without interruptions?”
By following these four steps — observation, feeling, needs, and request — you can foster empathetic communication, improve understanding, and work toward finding mutually beneficial solutions to conflicts or issues. One of the key benefits of NVC in a professional setting is its ability to de-escalate conflicts and find a resolution faster. By shifting the focus from blame and judgment to understanding and empathy, individuals can diffuse tense situations and create space for constructive dialogue. This approach can help prevent unproductive arguments and maintain a problem-solving mindset.
CREATING A SAFE SPACE FOR FEEDBACK
Beyond conflict management, feedback is another essential ingredient in the growth of both individuals and organisations. At Amboss, creating a strong feedback culture was always a priority, to ensure that everyone feels comfortable giving and receiving feedback. In fact, there is a strong link between how much an organisation prioritises consistent feedback and their growth. The more constructive and structured feedback that is shared, the more an individual can continually improve on their work and feel motivated by their progress. In other words, unsurprisingly, the professional growth of employees and the growth of the company are intertwined.
But how do you create a safe space for regular feedback, so that both a company and its team can flourish? Sievert shares his six key pillars for nurturing a feedback culture that fosters trust and leads to growth:
- Listen, then lead
Trust is the bedrock of a healthy feedback culture. First, cultivate trust by being authentic; vulnerability begets trust. Then, show your team that their voices matter and that feedback is valued. As a founder, you set the relationship with feedback within your organisation. Actively seek feedback from your team, embrace it with gratitude. Demonstrate your willingness to learn and improve. - Timely feedback
Prompt feedback ensures that individuals have an opportunity to grow and make adjustments in real time. It also ensures that it doesn’t come as a shock at an annual review, which is a big red flag. Deliver feedback directly and focus on specific incidents or situations. Address concerns immediately but privately to create a safe environment for open dialogue. - Radical candour
Incorporate the principles of radical candour, which means caring personally while challenging directly. Approach feedback conversations with empathy and a genuine desire to help individuals reach their full potential. By combining care and directness, you empower your team to improve. - 360-Degree feedback
Feedback should flow in all directions to foster a culture of continuous improvement. Encourage team members to provide feedback to one another, including from direct reports to managers. Facilitate channels for anonymous feedback if necessary to ensure honest and unbiased input. - Rituals
Establish regular opportunities for feedback, such as weekly one-to-one meetings or team retrospectives. These rituals provide dedicated space for discussing progress, addressing challenges, and sharing constructive feedback. Consistency is key to making feedback a natural and valued part of your team’s interactions. - Acknowledge and act
When feedback is given, acknowledge it and take appropriate action. Elucidate that feedback is not only heard, but deeply valued and acted on. By demonstrating your commitment to improvement, you inspire others to embrace feedback as a catalyst for growth.
BUILDING AN INTENTIONAL COMPANY CULTURE
Zooming out from feedback culture, to company culture as a whole: as an edtech company that attracts highly mission-driven individuals, Amboss understands the significance of a strong company culture in driving its vision forward. When it comes to maintaining culture through scale, Sievert emphasises the importance of intentionality. It’s not just about the values on the wall, but the daily practices, behaviours, and decisions that shape the culture.
“It’s how you treat other people. It’s what you say and how often you say it. It’s how you make decisions. It’s what happens behind closed doors and what is in public. It’s about who you hire, who you promote, who you don’t promote. It’s what you fight for at all costs, what corners you cut, how you come to meetings, how you behave in meetings.”
To ensure alignment, Sievert believes that leaders must embody the culture they desire. Actions speak louder than words, and inconsistencies between stated values and behaviour erodes trust. Therefore, it’s crucial to be conscious and intentional about the desired culture. This becomes even more challenging as the company grows, but maintaining a consistent culture is essential.
To give an example, at Amboss, humility is a core value.
“We have a lot of talent here at Amboss that had the highest grades in school and the best degrees from universities in med school, etc. But usually […] the people that thrive within Amboss are very down to earth and are still delivering and performing well. Very often, they don’t put themselves in the foreground, but rather, make their team and the entire environment thrive.”
Humility and being a team-player are key Amboss values that had to be shared with any potential candidate wanting to join the team — and a metric they were judged against. Being stringent about value-sharing in the hiring process has enabled Amboss to maintain its company culture as it scaled. When it comes to humility, this meant turning down an exceptional candidate if they could not leave behind their ego. Though it can be hard to pass on top talent, by ensuring that all new additions to the team are value-aligned, you avoid culture clashes and breakdowns of morale, which can sink an organisation.
Another driving force at Amboss is the shared commitment to making a positive impact. With one-third of the team comprising physicians driven by a desire to improve people’s lives, the company culture revolves around creating meaningful change. The understanding that lives are at stake is another uniting factor at Amboss, infusing its work with a deep sense of purpose and passion, strong unifiers for any team. For edtech founders, aligning your team around a shared purpose can help to cement a strong company culture and fuel the organisation’s success.
SUMMARY
We have covered a wide range of Sievert’s advice on the early stages of company building, stemming from his own entrepreneurial journey. We shared his approach to finding a co-founder and how to ensure that is a successful and lasting relationship. Conflict management is a core skill founders need to develop, not only for your co-founder, but for anyone you bring onto the team. We looked at the Non-Violent Communication framework that can be used to navigate conflict in a professional setting. Finally, we drilled down into how founders can use the tools of feedback and company culture to elevate team performance, attract top talent, and boost a company’s success from the early days.
Emerge is a global pre-seed fund backed by 100+ of the world’s best edtech operators. Our vision is to democratise access to opportunity — by being a catalytic partner for early-stage edtech founders. If that’s you, get in touch and submit your deck on our website.
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