Disrupted summary

As a tech writer for Newsweek, Lyons was familiar with companies like Twitter and Facebook. He had interviewed many of these businesses’ CEOs and knew that the people who were on the ground floor when these companies took off reaped huge financial rewards.

But, despite his familiarity with their products, Lyons was surprised by the strange business practices of start-ups.

Lyons became an official HubSpot employee in April, 2013, and it was then that he was introduced to the company’s odd, cult-like practices, and a new world of missions, culture codes and spiritual leaders.

He quickly learned that HubSpot wasn’t just out to make money; it was on a “mission” to change the world through unique marketing software. He also learned that HubSpot’s co-founder, Dharmesh Shah, was being referred to as a “spiritual leader” by some employees and clients.

While they might be odd, the practices at HubSpot were meant to inspire teamwork and unity. It wasn’t long, however, before Lyons began feeling like a misfit.

As an older man, Lyons wasn’t used to open-plan offices that afforded employees zero privacy.

Three months into his new job, Lyons was still trying to figure out what he was supposed to do in his role as marketing fellow.

And when he tried to bring some new ideas to the table, he was disappointed to find that the company wasn’t really interested.

It eventually became clear to Lyons that good management was nowhere to be found at HubSpot. After being kicked down to the telemarketing room, he saw how bad the working conditions could really get.

Lyons realized that management issues at start-ups are often the result of a phenomenon called “the bozo explosion.”

The people toiling away in the spider-monkey room, desperately trying to meet a monthly quota or else lose their jobs, weren’t the only people that Lyons felt the company was mistreating. And Lyons was surprised by how many people put up with these conditions.

But ever since Google rewrote the book on how tech companies treat their employees, places like HubSpot have followed their lead by removing any sense of job security and treating employees as temporary workers. This means many start-ups offer no long-term contracts, pension plans or employee union, not to mention showing little loyalty to employees.  

You might be wondering how a company like HubSpot can become successful. It’s all about the buzz, which can be so powerful that both employees and investors may fall under its spell.

Even companies that make a poor product and fail to turn a profit can succeed; if they have positive buzz on their side, they can have a successful IPO.

Lyons actually played a significant role in helping HubSpot create its buzz leading up to the company’s IPO.

As the former tech editor for Newsweek, many tech blogs took note and helped generate buzz by reporting on his move to work for HubSpot.