Phil Libin modestly submits himself as an example of a manager who has learned a lot about communicating with and influencing employees. After Libin and two other computer programmers started a business, the three founders realized that someone needed to focus full time on leading employees. Libin was, in his words, “the weakest programmer,” so he took over the management duties.¹

Today, as CEO of Evernote, Libin shows that he learned quickly. Evernote—which sells software that collects images of all kinds of notes and converts images of the notes into electronic data that users can search—is the third company Libin has started. He defines his role as focusing on company culture and eliminating the obstacles that hold employees back. He also aims to maintain the culture of a start-up by ensuring that employees understand how their work contributes to the company’s larger vision. He reinforces those values by making communication skills the top consideration in choosing employees.

At the heart of Libin’s effort to foster a start-up culture is ensuring that communication flows without barriers. Employees are assigned to teams of up to eight workers, which is a small enough number for easy conversation. They gather for weekly meetings to learn what is new at the company. Managers do not get status symbols like private offices because private offices create physical barriers that discourage communication. Instead, everyone works in an open space. The company provides no phones on desks because ringing phones and phone conversations are noisy distractions. Instead, employees who want to call someone at another location can do so from a conference room, and employees who want to talk to others in the office can walk a few feet to talk face-to-face.

Another way Libin breaks down barriers and promotes communication is with a program called Evernote Officer Training. Employees who choose to participate receive random assignments to attend meetings outside those of their work teams. They are encouraged to participate actively in the meetings so that they have a deeper understanding of what the company is doing.

Libin also establishes the conditions for spontaneous conversations. After the company expanded from its headquarters in Mountain View, California, by adding an office in Austin, he had giant video screens installed on a wall of each location. A camera on each screen displays the room to employees at the other location. When employees see one another on screen, they can use microphones and speakers to chat. Libin can even start chats via a six-foot-tall robot he operates remotely when he is away from the office. He can move the robot around to visit employees’ desks and see what is happening. In addition, Libin sets standards for informal messages: Annoying notes like “Wash your dishes” in the break room are forbidden in favor of positive messages.

Effective communication and a commitment to excellence are helping Evernote grow. It now has more than 65 million users and hundreds of employees working in eight countries. The company has expanded from selling software to selling tangible products that help workers stay organized and productive. As Evernote continues to grow, Libin knows that his commitment to open communication will become only more important.²