The ‘Why We Suck’ Meeting Was ‘Brilliant’

Dara Khosrowshahi

One CEO decided a pointed, over-the-top communication approach was the right path to organizational improvement and an expert agrees.

“One weekend in June of 2021, Uber CEO Dara Khosrowshahi hopped on an electric bike near his home in San Francisco and began delivering food for Uber Eats.

“His Undercover Boss-esque side hustle, initially inspired by Covid boredom, led to the executive discovering many flaws in Uber’s driver apps and eventually calling a company-wide meeting titled ‘Why We Suck’ to share his findings, he revealed at an event,” reported Sissi Cao at The Observer.

Khosrowshahi knew that the company was not doing its best work, meeting the expected standard. It’s why he decided to pull no punches in the meeting title or the company conversation.

“It wasn’t a pleasant all-hands with the company, but it set a tone and we set that expectation,” he said at the conference.

There is a saying that what gets celebrated gets repeated and Uber decided to focus on what it expected and wanted from its people.

“We started celebrating employees going out there delivering, employees driving” Khosrowshahi says. “It is a point of pride for employees now, when they drive they get a little badge on their corporate profile.”

The intent was to improve focus, attitude, ownership of the mission and the actions that drive customer satisfaction and business growth.

Akash Karia

“I think the meeting title is brilliant,” says Akash Karia, a keynote speaker, high performance coach, author and the founder of HPX Institute, a global training and consulting firm. “The first step to growth is realizing that there is a need for it.”

He explains what he sees as the painful truth.

“Acknowledging that something actually sucks is the initial step towards making positive changes as it opens the pathway for team members to work together, confront the issue and improve the situation,” Karia says.

There is risk involved, he adds, yet the situation called for assuming it.

“It might be a tad daring but it’s needed for attention grabbing,” Karia says. “Using a title like that can be an honest way to grab one’s team attention and address areas of improvement. It shows a willingness to confront and acknowledge shortcomings. By being honest about our weaknesses, we can focus on finding solutions and working together to do better.”

Critics may see this approach as overly rough, unprofessional and insensitive yet maybe appearance isn’t always accurate.

“While it’s possible to make the approach softened, less intense and still get the message successfully communicated, the daring ‘why we suck’ approach remains strong and impactful,” Karia states, explaining, “The approach serves as a major wake-up call, sparking a sense of urgency and an immediate drive to find solutions. This, in turn, leads to effective problem-solving and resolution.”

Uber recognized — and showed — appreciation to employees who delivered on or exceeded expectations.

“The little badge” on a “corporate profile” wording from a CEO, while meant in context to be positively descriptive, may be received by readers of Cao’s article as rude and an employee pacifier. Karia doesn’t see it that way.

“The celebration of employees doing exemplary work is top notch-leadership,” he says, “as it helps enhance the employee’s motivation to do more. It’s a bummer that lots of organizations don’t see the importance of doing it.

“Sometimes it’s the little things and the thoughtful acts that hold the most significance. The little badge, no matter how negligible it might seem or sound, symbolizes a well-deserved recognition and appreciation for an employee’s hard work.

“So, absolutely it’s something for the rest of the employees to aspire to achieve as it will give them a sense of validation and fulfillment.”

All this said, the bold, “Why We Suck” communication approach might not be recommended for all calls for improvement.

“Balance is key in all aspects of life,” Karia says. “Finding the right balance ensures that the approach remains invaluable and doesn't become overwhelming or demotivating.

“While the approach can have its benefits, it’s advisable to use it sparingly in leadership and organizational communications.”