ESSENTIALS MANAGEMENT When it comes to the tough work of orienting your team with company values, don’t get mad. Just put the salt shaker back in the middle and people get the message. For Lawson, there’s a key lesson to extract from Meyer’s story. “If someone is incapable of living your values, it’s an easy decision. Even if she is a high performer, you exit them,” says Lawson. “However, the very hard part is when they are capable of living your values, but aren’t doing so for some reason. Then you need to move the salt shaker until they do.” That’s another reason to tune your senses to everyday signs of values taking hold. “You know they are working and meaningful if they are infused in the decisive and dull moments of the day. Are you hearing them in the hallways, in board meetings and at conferences? These are signals that they are working,” says Lawson. “We hear people ifnish conversations or debates by saying ‘No shenanigans.’ But one of the most encouraging signals that our values are working is when people outside Twilio — who don’t work with us daily — are taking notice of them.” 104