This past summer, we asked our staff to start their weekend early. Every Friday at 1pm from Memorial Day until Labor day, employees were encouraged “to spend time with friends, go on a hike, get on the road to beat traffic, and of course, enjoy the sunshine (and the journey)” wrote President Kris Rohman in the initial announcement. Read More...
In the Bay Area, known for demanding work hours, this is just one of the many steps the Linus team has been taking toward living out our core values. In this case, Value #5: Enjoy The Journey, which means relishing not only what we do, but how we do it. And while Summer Fridays certainly helped us achieve that goal, the initiative also provided an interesting opportunity to live out the latest research on how to create a healthier, happier, and more productive workplace.
As a company that caters to scientists and clinicians, when data tells a story, we listen. For example, when growing research warned of the many ills that can come from sitting all day, we brought in electric standing desks, gave our employees FitBits, and encouraged walking meetings. So when our own data told us that, after launching Summer Fridays, staff satisfaction ratings grew by 8% and employee turnover went down, we listened to that too.
What’s more, productivity didn’t suffer—an interesting case of research in action. Studies suggest that strategic downtime and unplugging during time off (both encouraged at Linus) can actually foster creative and efficient work. “When you incentivize productivity and efficiency over busyness, you don’t just get better work-life balance, you get better work,” Rohman said.
But how do you know your employees will use their time more wisely when given less of it?
For Alina Campos, Director of HR & Development, “It all comes down to building a culture of trust.” To do that, Linus selects employees based on core values that emphasize emotional IQ, positive attitude, and self-motivation—and then actively encourages employee growth in those areas. “If you can build that culture of trust, then there are a lot of perks, like Summer Fridays, that you can enjoy together,” Campos said.
Ever wonder why certain problems don’t seem to truly resolve no matter how many times you’ve tried applying solutions to them? Ever wonder why your team has a hard time agreeing on the best solutions to problems? The answer to these questions may lie in the fact that a lot of times, you haven’t identified the root cause of the problem. Instead, you are focusing on solving the symptoms of the real problem. Read More...
I.D.S. (Identify, Discuss, Solve) is an exercise that is introduced in the book Traction, by Gino Wickman. The process of this exercise allows teams to work together to identify not just one, but all ideas that they have about what may be causes to the problem. They then find correlations between the different ideas considered (or discuss), until they are able to identify one or two root causes and sort out what may just be symptoms of these root causes. By then focusing on solving the root causes rather than their symptoms, teams are able to reach more effective and permanent solutions to the problems.
Making this a part of the way we do things at Linus has helped us to live out one of our most important core values: Seek the Three Sides of Truth.
In January 2016, Kris Rohman became the President at Linus. He joined us with 15 years of operations and management experience in advertising and marketing, and through his guidance, Linus is positioning itself for continued growth. Read More...
At Linus, our leadership strategy is simple: we lead through serving.
We believe that leadership is earned, and every day, we strive to earn the honor of leading marketing initiatives in the science and medical industries. We do this by sharing our very best thinking, the highest quality work, and the most efficient and rewarding processes to help our clients and their revolutionary products thrive. It’s a high bar, and Kris is the right leader to guide us there.
Kris’ own management philosophy is a key contributor to further achieving this strategy. He is focused on serving the team to achieve its potential by removing obstacles and creating an environment ripe for success. His rapport with employees and consistent communication with our clients builds consensus and culture, and drives positive action.
So how is he doing?
Since he started, our employee satisfaction is up by six percentage points. Our client satisfaction is up, too. Throughout every engagement, Kris holds several in-depth conversations with all clients and asks them to measure us on the quality of our work and our processes. He also asks whether they feel that they could refer us and whether they intend to work with us again.
As any leader should, we decided to publish the results of our client satisfaction program directly on our website. While we are proud of our achievements, every day we wake up and come to work and strive to be better, guided by the vision and resolve of our amazing new leader, Kris Rohman.
In May 2016, Linus is celebrating 20 fortunate years in business. As we cue the celebratory music, decorate the proverbial stage with ribbons and confetti, chill the fictional bottles of champagne and do our last-minute edits on our imaginary speeches, we are faced with a question: Are we successful? Read More...
Some people tell us that as a small business, surviving the last twenty years is enough to call Linus a success. A few short years after starting our business, the 2001 dot-com bubble burst. Then the world suffered the Great Recession of 2008. And who in science can forget the US Government shutdown of 2013? We attribute our endurance to three key factors: Luck, rigorous management of our business fundamentals and the privilege of working with great clients, who have believed in us, have taught us, and have pushed us to go beyond the expected.
But does survival equate success?
Others applaud our growth. Society celebrates CEOs who take companies from zero to billions in a short timeframe or get acquired to enjoy windfalls of cash. From the day our founder started Linus in the corner of his living room, we have certainly maintained a tremendous amount of growth and are grateful to be working with some of the top names in science and healthcare, constantly solving larger commercialization challenges. Yet measuring success through the company balance sheet misses the point for us.
Why do we care, anyway?
Why do we care about marketing science and healthcare? Why do we spend so much of our resources on our own R&D to develop a more fundamental understanding of how science is communicated and understood, and then instead of keeping this information as trade secrets, we give it away in our books and reports?
We believe that science has a fundamental usability problem. The mere articulation of facts or data does not match with the way the human brain understands and makes decisions. Science is knowledge, and yet it is difficult to reach, understand and use. We are on a mission to solve this usability issue through all of our work, so that people can make better decisions about the products they buy, to the choices they make about health, the environment, education and even policy.
If science is easier to access, the world will be based on better choices. We have been on this road for 20 years through our work with science and healthcare companies to better understand and connect with their audiences. And we are just getting started. There is so much more left to do!
Any day that we have the opportunity to take a step closer toward our vision of a world where science is easily accessible, understood and utilized, we feel grateful. And successful.
So in celebration of our 20 years of serving the science and healthcare industries, we kindly ask for a small gift from you. Give us a ring and tell us: how do you define success?