Asana was a very small company at the time. How did you work to prioritize and figure out what to do? I would think there's a zillion different things that you could do coming into that first people role. And so maybe what do those first few months look like and how did you figure outwhat to do and what order? Yeah. Well, first I'll just explain. I had coming from organizations that were much larger. So I always try to encourage HR leaders to not be married to this concept of size and like that you need to go bigger each step in your career. The other thing that was attractive to me was the opportunity to take everything that I've learned and
Our guest is Anna Binder, Head of People at Asana.
We go back to the earliest days when Anna first took on the role, starting with how she prioritized the initial things to tackle as a new People exec and combing through a slew of opinions that bubbled up from other folks at the company.
Next, she shares her tactical playbook for creating a culture of feedback for not just low-performers, but high-performers, too. Anna also unpacks her methodology of conscious leadership, and how the best leaders always interrogate how the opposite might be true. She shares her insights from working on Asana’s executive team for nearly 7 years, and how to build habits to make sure this group is a healthy nucleus at the center of the company.
We end with a rapid-fire round, with some quick hits tackling onboarding, all-hands meetings, and mentors.
You can follow Anna on Twitter @annaebinder.
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