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“I’m not your boss, you’re your boss.” This a phrase used quite often at goodr. We all say we don’t want a boss… but it’s harder than you think. We built our own performance and review system based on Drive by Daniel Pink with the goal of no bosses.


When Stephen worked in corporate America he started an Evernote of all the things he would do when he ran his own company one day. The list consisted of limited vacay, a liberal work from home policy, no middle managers, and a bunch of other random shit. His goal was to create the feeling of loving your job, the feeling that “work” isn’t “work”.

Time to get AMPed! The goal came to fruition as AMP, goodr’s performance and pay raise system. It is our quarterly review process and yearly raise calculator. AMP is all about clarity, promoting growth, and giving consistent feedback. Thanks to AMP, goodr employees know their value and have no bosses. It empowers every employee with Autonomy, Mastery, and Purpose projects.

In a big plain Jane company you might get a review every year, or every four years. The reviews are often focused on what’s fresh in the manager’s mind and glaze over early accomplishments. After Stephen and co-founder Ben read Daniel Pink’s book Drive, they realized that they needed to create a performance and review system.

There are three principles to AMP:

Autonomy: Directing your own life.

Mastery: Getting better at a specialty skill, not something that you’re already pro at, but perhaps something a little more intimidating.

Purpose: This is all about leaving the world a better place than you found it.

With the principles outlined by Pink in mind, Stephen and the team recognized that they could do it better than what’s out there. A key learning from Drive being that, money does not motivate people. You think it does, but it does not. Thank you Daniel Pink for doing all of the hard work. He created the clay for goodr to mold.

Everyone has a self evaluation and a committee eval for each part of AMP. All of this gets factored into the individual’s raise. We define each component and we hold people accountable to accomplishing them. By doing so, we’re getting the best out of everyone. It takes a little practice to get your mind around how the system works… For example, if you say, “I’m a good boyfriend.” What are your deliverables on that? Define how you are good at your job. For example, maybe a deliverable is to go on three romantic dates a month. When you know you’re checking all of the boxes you can coast on the feeling of, “Oh I’m doing my part!”

We want people to thrive, grow, show up every day and ball out. Doing one great thing is awesome, but you gotta do it again, and again, and again, and you have to grow. This shifts the definition of doing good work. When the time belongs to you, why would you waste it just to get through the day?? We want people to love what they do. At its core, autonomy is the ability to direct your own life and it is the bulk of AMP. We’d break it down to Autonomy is 80% of your role, Mastery 10%, and Purpose 10%. Meaning roughly four hours a week on Mastery and four hours on Purpose. Let’s break it down further...


Autonomy at goodr means you can do things how you want, what you want, and where you want. You can’t do whatever you want. Everyone’s roles are clearly defined and call out what one should be doing.

Stephen does not want to be micromanaged, nor does he want to micromanage. Does anyone actually enjoy micromanaging? Ughk, don’t answer that… How do we eliminate the word micromanage all together? Answer: Ownership and knowing your own value. Prove to yourself and the entire company that you’re crushing your role. If you’re regularly showing that you’re doing your work to a high level, how can you even be micromanaged? For example, During Tuesday with Carl all departments share updates. The Distribution Center Squirrels share how many packages they’ve shipped. Customer Service Parrots go over how many tickets they’ve solved. Every team has their respective KPIs that reflect the effort of the individuals on the team.

For Stephen’s autonomy he has three areas of focus: Chief Culture Creator, Chief Multiplier, Chief Visionary. For Chief Multiplier his goal is getting the best out of everyone. This means 1:1 meetings with Flock Leaders, compensation planning, and a bunch o’ staff meetings. He has it mapped down to the number of quarterly expected meetings. If he gets them done, he can clearly say, “I earned an ‘A’ here and this is why…”


Mastery is taking on a project that excites you and speaks to your role. We have no interest in you getting better at something you’re already great at. It’s about sharpening your skills. An example of a Mastery project that Stephen took on was improving his public speaking. As a part of this, he had to deliver three 10 minute speeches to goodr peeps, do one speech to 100 people, so on and so forth. As a result, he spoke at Running USA, to over 700 people!!! And had an epic experience speaking at an Inc. Magazine conference. It’s all about carving out the time to hone in on one skill. Shaun got certified in the Enneagram for his Mastery Project. When determining a direction for this project, it helps to ask yourself: What makes you the most uncomfortable? What is something you need to learn? Doing so forces you to put in the time to get it done. When you make people come in quarterly and debrief their efforts on it, shit gets done! It’s a built in accountability system.



What is your current Purpose Project? Sharing goodr’s culture with the world. Stephen is thinking about writing a book about goodr next!

What is your favorite Purpose Project? Keri and Alli’s!

How much commute time do you think you’ve saved by now? Stephen is a bad example because he lives close to the office and loves going into it. However, the average commute in Los Angeles is 56 minutes. This calculates to, outside of Covid times, a goodr employee gets about 18 days back a year by not having to commute daily.

How much has AMP changed since we first implemented it? A lot! The bones are there, but there has been a lot of nuance. It’s about 80% rock and 20% worth of change.

What is your favorite part of the quarterly reviews? Stephen loves being able to sit there and pump people up. The hard conversations happen between the meetings and not at the meetings.

Will we ever get too big for Stephen to be in all of the reviews? He kind of hopes so, because then we’re doing something really right. Perhaps half every other quarter? He’ll always do some version with everyone once a year.


Understand that there is so much nuance to get to this point. It is not a perfect system and oodles of work goes into this. We are fed so much bullshit on how we “should” do things and your ability to take a step back and realize that there is a broken system in front of you is really paramount. You don’t have to follow us, but you also don’t have to just keep doing what you’re doing. There are plenty of ways to inspire people and help them grow.


1. Make sure it is important to you.

2. Give yourself permission to fuck it up.

3. Be willing to commit if you want to see change.

4. Base level: Watch Daniel Pink’s Ted Talk. Next level: Read his book Drive. And consider re-reading these show notes to try to copy what we did!

If you haven’t signed up for CULTURE goodr emails, get on it! This is the last episode of Season 2, but we have some awesome bonus episodes planned before we dive into Season 3.

Until next time (err and after that too...), be excellent to each other!

* This episode of CULTURE goodr was edited by Josh Montgomery.