Stewart Butterfield Quotes

I think of myself more as a designer than a serial entrepreneur. As a designer, the easiest way to see that something happens is to start a company and then be the boss, and then people have to do what you say.

I tend to be a lot more honest and transparent with employees than most bosses are. But I've had people tell me - even those who love working with me - that I'm terrifying, which is hard for me to imagine.

We'd never make Slack an email client, but it's good to support sending emails into it. There's quite a bit of formatting you can do. When I get an email from the outside world that I want to share with team, I cut and paste it into Slack. But really, I should be able to import that email as an object.

If you're not hiring from some groups of the population, then you're obviously missing out.

Slack is gratifying to work on in the same way that Flickr was. The mission is to make people's working lives simpler, more pleasant, more productive.

I rarely in a working day go more than 10 minutes without looking at Slack.

There was a lot of dialogue between the people who were developing Flickr and their users to get feedback on how they wanted Flickr to develop. That interaction made the initial community very strong, and then that seed was there for new people who joined to make the community experience strong for them, too.

For most companies, the hard thing is making the product work well enough to convince a single person at a time to switch to it.

I was born in a little town called Lund in British Columbia. It's like a fishing village. My parents were hippies. They tried to live off the land, so I grew up in a log cabin, and we didn't get running water until I was 4. The next year, we got electricity. Then we moved to the city, Victoria, British Columbia, so I could go to school.

I can tell people a story that they believe in and get behind. So I'm good at the leadership part. But I've always said that I'm a terrible manager. I'm not good at giving feedback.

You may be trying to drive in a particular direction that people don't necessarily understand at first. In our case, we knew the users we had in mind for this product. So in the early days, we looked at our customers, really just testers at that point, and we paid extra attention to the teams we knew should be using Slack successfully.

People sometimes forget how early Flickr came. Facebook didn't add photo sharing till a year after Flickr was acquired by Yahoo.

Every customer interaction is a marketing opportunity. If you go above and beyond on the customer service side, people are much more likely to recommend you.

Email will probably be around for many decades to come. It's hard to say what will happen 20 years from now, but email has been around for decades, and it will likely be around for decades more.

Flickr was designed partly to market itself. There are a lot features, in place early on, that let people take their photo, upload it to Flickr and post them elsewhere, on their own Web site or their blog, which meant a lot of incoming links.

A company like Adobe, there are dozens of different teams that are using Slack. Each of those elected to use Slack independently.

Email has the virtue - sounds like a bad thing, but it's the virtue of being the lowest common denominator messaging protocol. Everyone can have it. It can cross organizational boundaries. No one owns it. It's not some particular company's platform.

I think there's a deep impulse in most humans to do creative stuff, whether that's music or art, photography or writing. Most people at some point in their life say they want to do something creative - they want to be an actor, a director, a writer, a poet, a painter or whatever.

Those moments of play that we do get in meta-life, like playing music, or golf, or word-play, or flirting - those are some of the best parts about being alive.

At my first job in the mid-to-late '90s, almost every product was from Microsoft. Everything was designed to work together - Windows for workgroups, shared M drives, etc., etc.

It's hard to imagine the revenue from selling the prints will cover the cost of lost goodwill.

I was pretty entrepreneurial as a kid. I had a lemonade stand. When I was 12, I arbitraged the price of 7-Eleven hot dogs; I'd buy the ones that are pre-wrapped with the bun and then sell them on the beach.

What motivates me is just to do a really, really good job at something. If I were a better musician, I probably would've ended up as one.

The scale of revenue growth is unprecedented. If you look back over history, whether you're looking at the railway robber baron era or the 1920s or the '50s or the '70s, it used to take a long time for a company to get to the point where they had tens of millions of dollars of revenue. It was almost never an overnight phenomenon.

From the outside, Yahoo was extremely successful. It was making money; it was still bigger than Google. But when I got there, I learned what a disaster of a company looks like from the inside. There were a lot of vice presidents, and it was basically a turf battle between them.

About 80 percent of the photos on Flickr are public and searchable by everyone. In one sense, it's a place where people upload snapshots from the family reunion, wedding or the birth of a baby or something like that, but it's also a place where people go to show what the world looks like to them.

There's a lot that's wrong with the way we work - bad habits that develop around control of information, people hoarding information as a means of preserving their own power. When you're using Slack, everyone can see what's going on because the default mode is public.

When key users told us something wasn't working, we fixed it - immediately.

The experience of being able to search back over all your team's communications for, in our case, millions of messages, is super-valuable. But you don't know what that's like until you actually have it.

I don't think it ever occurred to me that I wouldn't be an entrepreneur. My dad became a real estate developer, and that work is usually project-based. You attract investors for a project with a certain life cycle, and then you move on to the next thing. It's almost like being a serial entrepreneur, so I had that as an example.

I have a couple of things I do to clear my head when I need it. The first is exercise, the kind of exercise that makes me lie on the floor afterward gasping for breath and wonder if I'm actually going to be able to breathe enough to not die. The other one is playing music.

Email is the lowest common denominator. It's the way you get communications from one person to another. There isn't really an alternative. Sometimes people will have Facebook messenger turned on, but 99 percent of the time, if you're sending a message to a human you don't know well, you're using email.

I learned so much in the year after Flickr was acquired. People forget, but Flickr launched in February 2004. And a year later, the deal was done with Yahoo, and we closed it in March of 2005. It was really independent for a relatively short period of time.

Life is too short to do mediocre work and it is definitely too short to build shitty things.

I had hippie parents, and I found it difficult to figure out how to rebel against them.

Inside a company, you can mandate that everyone use the same technology, which means you can go a little bit, I don't know, higher fidelity than the lowest common denominator technology.

It's very difficult to design something for someone if you have no empathy.

There are a lot of things that Slack gives you that email doesn't when you think about internal use. Switching to Slack from email for internal communication gives you a lot more transparency.

Have an 'experimental attitude'

For the first five years of my life, I grew up in a log cabin in coastal British Columbia in a very small town, like 300 people, mostly hippies. No running water, no electricity. When I was 12, I changed my name from Dharma to Stewart. At that age, you just want to be normal.

People think I'm smart because Flickr was successful. I'm lucky. Maybe I'm smart, too. But, I'm lucky.

I'm going to end up with a lot more money than I feel like I'm entitled to, given how hard I work.