Like all great companies, we strive to hire the best and we value integrity, excellence, respect, inclusion, and collaboration. What is special about Gixel, though, is how much we:
encourage independent decision-making
share information openly, broadly, and deliberately
are extraordinarily candid with each other
avoid rules and processes
Below are our values, the specific behaviors and skills we care about most. The more these values sound like you, and describe people you want to work with, the more likely you will thrive at Gixel.
- Make wise decisions despite ambiguity
- Identify root causes, and get beyond treating symptoms
- Think strategically, and can articulate what you are, and are not, trying to do
- Are good at using data to inform your intuition
- Are concise and articulate in speech and writing
- Listen well and seek to understand before reacting
- Provide candid, helpful, timely feedback to colleagues
- Learn rapidly and eagerly
- Contribute effectively outside of your specialty
- Make connections that others miss
- Seek alternate perspectives
- Say what you think, when it’s in the best interest of Gixel, even if it is uncomfortable
- Take smart risks and are open to possible failure
- Question actions that are inconsistent with our values
- Create new ideas that prove useful
- Re-conceptualize issues to discover solutions to hard problems
- Challenge prevailing assumptions, and suggest better approaches
- Keep us nimble by minimizing complexity and finding time to simplify
- Thrive on change
- Only say things about fellow employees that you say to their face
- Admit mistakes freely and openly
- Treat people with respect regardless of their status or disagreement with you
- Always share relevant information, even when worrisome to do so
- Accomplish amazing amounts of important work
- Demonstrate consistently strong performance so colleagues can rely upon you
- Make your colleagues better
- Focus on results over process
It’s easy to write admirable values; it’s harder to live them, therefor we want everyone to help each other live the values and hold each other responsible for being role models.
We work hard to get people to give each other professional, constructive feedback - up, down and across the organization - on a continual basis. even if it is uncomfortable to do so. Leaders demonstrate that we are all fallible and open to feedback.
that’s why we invest time in building strong professional relationships and trust, in which we believe we will learn faster and be better if we can make giving and receiving feedback less stressful and a more normal part of work life.
There are companies where people ignore trash on the floor in the office, leaving it for someone else to pick it up, and there are companies where people in the office lean down to pick up the trash they see, as they would at home. We try hard to be the latter, a company where everyone feels a sense of responsibility to do the right thing to help the company at every juncture. There are companies where people ignore trash on the floor in the office, leaving it for someone else to pick it up, and there are companies where people in the office lean down to
Picking up the trash is the metaphor for taking care of problems, small and large, and never thinking “that’s not my job.” We don’t have rules about picking up real or metaphoric trash. We try to create a sense of ownership so that this behavior comes naturally.
Our goal is to inspire people more than manage them. We trust our teams to do what they think is best for Gixel — giving them lots of freedom, power, and information in support of their decisions. In turn, this generates a sense of responsibility and self-discipline that drives us to do great work that benefits the company.
For every significant decision there is a responsible captain of the ship who makes a judgment call after sharing and digesting others’ views.
When the captain of any particular decision is reasonably confident of the right bet for us to take, they decide and we take that bet. Once the captain makes a decision, we expect everyone to help make it as successful as possible.
Afterwards, as the impact becomes clearer, we reflect on the decision, and see if we could do even better in the future.
If you disagree on a material issue, it is your responsibility to explain why you disagree, ideally in both discussion and in writing. Silent disagreement is unacceptable and unproductive.
We want employees to be great independent decision makers, and to only consult their manager when they are unsure of the right decision. The leader's job at every level is to set clear context so that others have the right information to make generally great decisions.
We tell people not to seek to please their boss. Instead, seek to serve the business.
We do not seek to preserve our culture — we seek to improve it. Every person who joins us helps to shape and evolve the culture further. We find new ways to accomplish more together.