I’ve rigorously tracked my time at Atomic for 13 years. Yet when I talk with other professionals, I’m frequently reminded that many companies, teams, and individuals
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Culture
Sharing culture with new employees via a retreat with the founder
I recently spent 24 hours with four of our newest developers, all very recent grads. We ended up calling the time we spent together a
Silly names for important things – the power of naming abstract ideas
One of the things I’ve learned about helping people work well together in business is the power of naming your values, ideals, and expectations. Wielding
Company culture maintenance: Adding a 6th Atomic value
I’m the founder of a company that I hope thrives well beyond my lifetime. Part of my job these days, fifteen years from our creation,
Is a company like family?
Can a company really be anything like a family? Is drawing the comparison naive, or a selfish attempt at employee manipulation by a cynical CEO?
Could you build and run Atomic?
The philosophy behind Great Not Big isn’t simply one of avoiding growth, or a hard limit on how large Atomic Object might eventually be. Instead,
Transparency requires positive engagement
Transparency in a company does a lot of great things. Perhaps first among them is it builds trust. Transparency also creates the potential for broader
Pair lunch: an inexpensive, effective benefit to strengthen company bonds
There are easier places to work than Atomic Object. We don’t specialize in one industry or technology domain, so we’re constantly learning. We push
Friends at work
Conventional wisdom says to keep your personal friendships separate from your work relationships. Some companies supposedly even try to restrict friendships in the office. This
5 value mantras define our culture
I believe culture has many components, but one of the most important is what a company and its employees value. When we talk about our