1.
How to be a Designer
CEO at a Startup
without Being a Jerk
I was chatting about ideas for this with Russ, and he felt it was a good talk. But after a bit of noodling on it, I wasn’t feeling it. Somehow it seemed wrong.
Maybe you don’t want to be a CEO, or maybe you think all CEOs are jerks, especially design ones. You know. Make the logo redder and bigger. Use comic
sans.. Who knows what crap these people could say.

2.
OR
I thought what would be better is to tell you how my design skills helped me to build a nifty business and help my people do their best work.

3.
HAPPY
BUSINESS
It isn’t always happy, but it’s our business. This is the business of our theory of change.
Happy business means delighting your community, ignoring trolls, and having empathy for all. Happy business means a team working as one on a shared
set of problems.

4.
...ISH
@jdkunesh
CEO of
@publicgood
Jason Kunesh, tech veteran of the Chicago scene. I’ve worked all kinds of gigs. Orbitz, Groupon, Obama
for America, I ran my own firm, we did work with Microsoft, Mayo Clinic, etc., etc. UX and Product,
bouncer, guitarist

5.
publicgood.com @publicgood
CEO of public good software

6.
A for-purpose
start up
Illinois Benefit Corporation (like a C-corp) with a social mission to build the capacity of public benefit organizations through our civic tech platform.
Today, our partners are nonprofits, foundations, corporations & media.
Our customers are the public. People. You!
Two horses that pull the wagon for us: purpose and profit.

7.
OKGO
How does this relate to what you do? I dunno. Let’s do some research. A show of hands for everyone who’s a CEO? A show of hands for designers? A show
of hands for design managers?

8.
PRODUCT(a good, service, experience, moment, or other gift of economic value)
Whatever you produce: a lunch, a play from a theater company, a skydiving lesson, an ice cream sundae or a website. It’s a gift of economic value.

9.
PRODUCT
PROCESS
Kaizen, 6 Sigma, Lean, whatever. We’re seeking the Quality without a name in our product based upon the process used to create it. You cannot separate
the two. The right problem to the solution given a particular context. Product/Market fit. Let’s talk about that for a second.

10.
PRODUCT
PROCESS
COMPANY
Then there’s a company, nonprofit, community group, or other organization that’s needed to provide for the people working in the process making the
product.
Some organizing capacity that defines relationships the company has to the greater whole. The company is almost an API for the people.

11.
PRODUCT
PROCESS
COMPANY
COMMUNITY
All the people who use your product, or partner with you, or compete with you. Heck, even the people who work down the hall or in the office across the
street from you. In social products, the community is the product. The product just facilitates it.

12.
PRODUCT
PROCESS
IMPACT
COMPANY
COMMUNITY
The change you make in the world. It can be simple stuff: profit, jobs, the time you saved people, the good you unlock in people who use your things, etc.
It can be complex: In our case, we have to submit formal social impact reports, which you can find on our website.

13.
PRODUCT
PROCESS
IMPACT
COMPANY
COMMUNITY
BRAND
The sum total of the experiences you offer through any of those other pieces. Brand exists in the mind of the beholder, based on all the ways they interact
with you: the other five things listed up there.

14.
PRODUCT
PROCESS
IMPACT
METRICS
METRICS
METRICS
All of these items can be measured and improved. They can be explained, even if only roughly approximated, as numbers.

15.
VALUES
CULTURE
EMPATHY
COMPANY
COMMUNITY
BRAND
These things are more difficult to measure, but need to be defined and agreed to by everyone in the group so you can reflect on them together and be
inspired by them. They are the OS for our collective and personal experiences in these contexts. I’ll share our company values in a second.

16.
WHERE’S
DESIGN?

17.
“Design is a behavior,
not a department.”
–David Milne
At Public Good, we have no design department, but we do have designers and researchers.

18.
“If I’m introduced
as an expert,
I’m in the wrong meeting.”
–Dean Kaman
At Public Good, like everywhere, we are all experts at something, but we are asked to do lots of other things during the course of the day. We have a team
of people with diverse skills and backgrounds, some from nonprofits, some from startups, some from who knows where. Regardless of where they came
from, they are ready to dig in. Here’s how we work together.

19.
GIVE
AGENCY
My friends Jeff & Howell from the Green House always insist upon this, and at first it’s hard to get. When people come to me with a decision to make, I
invariably ask them what they think is the right decision. I made the decision to put them on our team, so I need them to understand that they’re here to
kick butt.

20.
BE
MEASURABLE
But whatever you do, you need to make sure of its outcome. The way to do that is to measure it.

21.
BE
MEANINGFUL
But the only thing sadder than being the slowest one in the race is running the fastest but in the wrong direction. So, you need to make sure the outcome
you are measuring has the meaning you want.

22.
BE
HELPFUL
And because it’s a startup with a diverse team, we need to help each other when asked upon, because it’s difficult to find meaning and metrics in your
work by yourself.

23.
BE
TRANSPARENT
You can’t affect what you can’t see, so you need to share your work, from the executive team on down. Otherwise people don’t trust their understanding of
what’s meaningful, or they can’t be helpful. We also take this pretty deeply into our culture.
We asked the team if they all wanted to expose their salaries & options, including the founders’ team, in a completely open fashion. Some wanted to, some
didn’t, so we don’t. We do share all kinds of stuff with our team we’d normally only share with investors and advisors. Again, it matters to us that they
know the context for our decisions.

24.
BE
DEMOCRATIC
So we consciously push democracy in our culture, but this is where the jerk part of the talk comes in. I am still a benevolent (I’d like to think) dictator. It’s
my job to keep us on the rails, to take the agency that comes with leadership, and call BS when the team meanders or spends too much time navel-gazing.

25.
BE
ACCOUNTABLE
Ultimately then, we all need to be accountable. To our values, our community, our company.

26.
ENCOURAGE
DISSENT
And we need to encourage dissent. If stuff isn’t working out, we need to all be comfortable to say, “Nope, this is not the way” or “This is kinda the way, let
me help you” or “Here’s a much better idea for how to do this.”

27.
BE
HAPPY
The most important question I can ask team members is, “What are you excited to work on?” If the answer doesn’t match their work, that’s either a
problem or an opportunity.

28.
www.publicgood.com@publicgood
Thank you!
publicgood.com @publicgood
Give to any nonprofit in the US on publicgood.com.