Our culture is woven into everything you do and has to be a priority from day one, even at the expense of short-term momentum and growth.
Starting a business or building a company and surrounding yourself with a team that bounds well, is the first step. When you begin to take that step, culture comes automatically within package 101 building a company.
Always be honest, be open, be real, and emphasize! Get ready to change yourself and your team with this new perspective of Eystx.
To have a growth mindset, people need to be in a diverse atmosphere where they feel they belong and are included. It must be a sacred but welcoming place, which lets everyone feel free to express their feelings, thoughts, and experiences to grow both each self and the team.
Our differences can be our strengths. We can find strength in diversity. Different people have different perspectives on issues, and that can be valuable for solving problems or generating new ideas. Being unable to understand why someone holds a viewpoint doesn’t mean that they’re wrong. Don’t forget that we all make mistakes, and blaming each other doesn’t get us anywhere.
Always conduct yourself professionally. Be kind to others. Do not insult or put down others. Harassment and exclusionary behavior aren’t acceptable, if someone asks you to stop something, then stop. When we disagree, try to understand why. Differences of opinion and disagreements are mostly unavoidable. What is important is that we resolve disagreements and differing views constructively.
Our Values
We want to build a different type of company that’s focused not only on the bottom line, but also on the happiness of our customers and team, and our personal growth along the journey. Here are the values that collectively guide our decisions and actions:
- Default to transparency
- As individuals, we view transparency as a lifestyle of authenticity and honesty.
- As a team, we view transparency as an effective way to work remotely and establish a culture of trust.
- As a company, we view transparency as a tool to help others.
- We share early in the decision process to avoid “big revelations.”
- We strive to make all communication clear and avoid making assumptions.
- Cultivate positivity
- We strive to approach things positively while realizing all emotions are valid.
- We avoid non-constructive criticism of team members or customers.
- We assume the best of others because we may lack full context.
- We believe that constructive, honest feedback is an opportunity for growth.
- We push through any artificial harmony to work towards a better environment, product, or concept.
- Show gratitude
- We regularly stop and demonstrate gratitude for our circumstances.
- We are thankful for our customers and approach customer conversations with the knowledge that it’s a privilege to serve them.
- We practice humility, operate as no-ego doers, and do not attach ourselves to ideas.
- We are grateful for the work teammates do to push the company forward.
- We display gratitude for the platforms, tools, and open-source code and communities that make our company possible and view it as our duty to give back.
- Practice reflection
- We believe the act of introspection is where true learning and life-changing adjustments originate.
- We approach discussions intentionally and think through all angles.
- We listen first and then listen more: seeking first to understand, then to be understood.
- We step back from the day-to-day and reflect on overall themes that will make an impact.
- We take the approach that everything is a hypothesis and we could be wrong.
- Improve consistently
- We are biased toward action and have a higher expectation of ourselves and our product than others have of us.
- We aim to be fully engaged in our work and activities and fully disconnected when we’re not working.
- We choose to be where we are the happiest and most productive.
- We desire to be better tomorrow than today, knowing that improvement can be found in small changes.
- We strive to exemplify a growth mindset and believe that any skill or talent can be learned through deliberate practice.
- Act beyond yourself
- We consider the bigger picture, knowing our work goes beyond ourselves.
- We are not afraid of the less-traveled path if it holds to our values and betters the world.
- We seek balance by taking into account multiple perspectives and listening deeply.
- We advocate for diverse backgrounds and perspectives to make our team and products stronger.
- We work to create an inclusive environment to build a better company and set a positive example for the world.
Think of these values as one of our main headings, and we approach each one of them deeply, which leads to the creation of our significant culture. Other aspirationals like Mission and Vision, or practical things like hiring, goal setting, or performance tracking are part of the Conscious Culture.
A company with not only thinking itself but also thinking the team members, and allow them to have their freedom and decision-making in every area will see the difference, both in the motivation and the success of the member and the company. In short, in a Conscious Culture, you don’t work endless hours for the sake of working – you make every hour at work count, so you can make every hour count when you’re not. In a Conscious Culture, the work itself is rewarding because you’re encouraged to push things forward, grow, and take risks – not operating out of fear or endlessly caught in bureaucracy. In a Conscious Culture, you are surrounded by people who want to see you succeed because your incentives are aligned. In a Conscious Culture, you’re growing personally and professionally while driving real change in the business and the world around you.
In our Conscious Culture. What We Do (and We Don't)
- We do:
- Show up everyday present and prepared to do our best work;
- Give our teammates a lot of rope along with a lot of responsibility;
- Expect all voices to speak up;
- Share a drive and passion for our work;
- Make the best decisions for the company;
- Use data, metrics, vision, and reason to guide decision-making;
- Adopt a founder mentality;
- Prioritize learning and growth;
- Routinely challenge ourselves to take risks and try new things;
- Welcome, all different people, personalities, and backgrounds;
- Approach hard problems with levity and energy;
- Encourage self-care and take inspiration from different schools of thought to build a healthy workplace;
- Acknowledge and accept the interdependence of work and personal life;
- Bring personality and fun into the office, in a professional way; and
- Care deeply about delivering impact (both in terms of business outcomes and personal development).
- Is not about:
- Individual achievement. Rather, it’s lifting those around you, and helping others win as a team. Individuals who do this will rise in the ranks.
- Perfectionism. Rather, it means being willing to be bold and make mistakes.
- Ego. Rather, it’s open-mindedness, humility, and a commitment to personal growth. It’s an eagerness for feedback from everyone around you, no matter their title or department.
- Short-term gains. Rather, it’s thinking about the long-term implications of our actions even while stretching to hit short-term goals.
- always succeeding. Rather, it’s knowing your limits, but still pushing to expand them even though it won’t always be comfortable or feel safe.
- Self-promotion. Rather, it’s a commitment to doing what’s best for the company, its customers, and its partners, and trusting that the score will take care of itself if you do great work.
- Just hitting goals. Rather, it’s about delivering meaningful outcomes. Sometimes, that means exceeding and sometimes that means pivoting when you realize those goals aren’t right.
- Overwork. Rather, it’s about being 100% in while you’re at work, so you can be 100% out when you’re not.
- Where we:
- Teammates must rapidly adapt to radically new ways of operating.
- There’s no tolerance for drama, gossip, or politics.
- Discipline around writing and using data to make decisions is required to be successful.
- Everyone is expected to be all in.
- We expect outsized outcomes and results and trust our team to meet their goals without micromanagement.
- Friendships are great and encouraged but don’t impact career progression.
- The team craves change and is dissatisfied with the status quo.
- We’re continually building and improving systems that drive scale.
- Headcount and spending money is not our default solution to problems.
- Bottom performers are actively managed.
