I mean, I think it really is the classic of being very adaptable.
Go fund me how to#
We worked out pretty quickly how to take care of folks as they were flooding into the platform.Īnd to navigate that time personally, I’m wondering whether you learned anything new about how you manage people and processes?ĭefinitely did. Sometimes you just have to just do it, and we did. It was pretty much: Figure it out, because there are people who are facing situations far worse than us having to work in a room that isn’t configured very well for wifi. Our job was: Let’s figure out as fast as possible, how do we get used to working together in this new way? How do we help the large increase in people who need help, who are using our platform, to ask for that? And so, in a way, our internal challenges fell to the background. And while we were making that transition in the way that we worked, there was a big transition happening in terms of the use of our platform.
We had to transition very quickly, and by the end of my first week, we said, ‘We’re going to go to fully distributed.’ I have to say that for a company like ours, where primarily we’re doing knowledge work, it was difficult, but I just want to note that it’s nowhere near as difficult as the situation of people who still had to work in a physical environment–which is many, many people in our economy. (This interview has been condensed and edited for clarity.) You joined GoFundMe at a very interesting time: March of 2020, as the pandemic was changing everything about work. As part of a recent TIME co-sponsored Charter Workplace Summit, I spoke to Cadogan about his thoughts on shaping social impact, leading teams in a remote environment and his worries about the new era of hybrid work.