ESSENTIALS MANAGEMENT Once you get traction, suddenly everything is an exciting opportunity. A long-term plan forces you to make good decisions with limited resources. 5. Do we have a way to measure the employee experience? To Johnson’s previous point that happiness is core to high-performance, she believes every scaling company needs mechanisms in place to gauge and respond to employee satisfaction levels. Stripe, for instance, surveys its workforce every six months. “This might seem really frequent for a company our size, but when you’re growing this fast, things are always changing. It’s important that we keep tabs on how people feel about our direction.” The survey is around 75 questions long, and takes about 10 minutes to ifll out. The results are anonymous and analyzed on a rolling basis by the executive team. Questions include rating the extent to which individuals agree or disagree with the following statements: I can see the relationship between what I do and the overall goals and objectives of Stripe. I have enough autonomy to perform my job effectively. I am appropriately involved in decisions that affect my work. I have the opportunity to do what I do best every day. I have opportunities at work to learn and grow. I would recommend Stripe as a great place to work. 72