Your Company is "Awesome" (But is "Company Culture" a lie?)
summary
Claims that perks mask problems and a real culture requires measurable practices backed by hiring and process. Uses Martin Seligman’s PERMA model and proposes e plus m yields a which creates p to justify focusing on engagement, meaning, achievement not ping‑pong or beer Fridays; cites Big Nerd Ranch awards, ThoughtWorks mentorship, Pluralsight culture coaches and the 5 Whys; offers concrete client‑evaluation questions and when to end relationships; recommends hiring criteria summarized as brilliant hardworking kind and routine one‑on‑ones to surface and fix small issues before they escalate.
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