Snapchat CEO and co-founder Evan Spiegel has taken an original and contentious method to hiring new staff members. New members of the design team are given a “almost impossible” challenge on their first day of work: they have to pitch a concept to the group without any prior planning or knowledge of the company’s ongoing initiatives. In a recent episode of The Diary of a CEO podcast, Spiegel disclosed this audacious strategy, which aims to encourage innovation, strengthen employees’ resilience, and assist them in overcoming their early-career fear of failure.
Spiegel thinks that this approach sets the tone for creativity and critical thinking, which are crucial for success at Snapchat, even though it may appear intimidating. Spiegel wants to create an environment where trying new things and taking risks are valued by forcing new hires to step outside of their comfort zones right away.
A Lesson in Creativity and Resilience:
Spiegel’s onboarding strategy revolves around a weekly design critique session where employees present their ideas. For new hires, this means stepping into the spotlight on day one with little to no knowledge of what the company is working on. According to Spiegel, this exercise is intentionally designed to be challenging, if not impossible.
He explained that the experience forces employees to confront their “worst fear”—presenting an underdeveloped or flawed idea in front of their peers. While most first-day ideas are far from perfect, Spiegel emphasizes that this is precisely the point. By failing early and publicly, employees can shed their fear of failure and embrace a mindset of continuous improvement.
Spiegel pointed out that while 99 percent of ideas might not be very good, the one percent that are might lead to innovation. According to his firm belief, “the best way to have a good idea is to have lots of ideas,” and Snapchat’s creative culture is based on this principle. As team members work together to overcome this common obstacle, the activity not only increases confidence but also strengthens their bonds.
Why Failure Is Key to Innovation:
Spiegel’s approach reflects his broader belief that failure is an essential ingredient for creativity. By normalizing failure early in the onboarding process, he aims to liberate employees from perfectionism and encourage them to take risks without fear of judgment.
He clarified that after new hires encounter their worst-case scenario—presenting an inferior idea—they come to the realization that it’s not as difficult as they may have thought. Employees are less limited by their fear of making mistakes as a result of this awareness, which leads to more creativity and innovation.
Spiegel also emphasized the value of feedback in promoting development. Even while original concepts might not always be perfect, helpful criticism helps them become something worthwhile. He emphasized that “all feedback is good feedback,” and that an employee’s performance is determined by how they chose to respond to it.
This way of thinking is consistent with Snapchat’s standing as a social media innovation leader. Features like Stories and temporary messages, which the firm first offered, were eventually embraced by rivals like Facebook and Instagram. Spiegel attributes a large portion of Snapchat’s success to its innovative culture and adaptable to new ideas.
Conclusion:
Evan Spiegel’s decision to give new hires an “almost impossible” task on their first day is as much about building resilience as it is about fostering innovation. By encouraging employees to confront failure early on, he hopes to create a workplace culture where risk-taking and creativity thrive. While this approach may seem daunting at first glance, it reflects Snapchat’s commitment to pushing boundaries and staying ahead in a competitive industry.
As tech companies continue to evolve rapidly, strategies like these could redefine how organizations approach talent development and innovation. Whether seen as bold or intimidating, Spiegel’s method underscores his belief that great ideas often emerge from unexpected places—and that embracing failure is key to unlocking them.
