...
Being Axelerant is about why we’re at Axelerant, what we’re going to accomplish together, and providing boundaries and expectations of how we’ll do so , which ultimately defines to define Axelerant’s Best Interest.
The purpose, mission, values, and principles shared within Being Axelerant are always at the top of our minds to make decisions and act in representing Axelerant. These aspects are our minimally acceptable standards that every Axelerant team member demonstrates or does not work against in being accountable, capable, and coachable people who work well with others.
Because Being Axelerant is the sole authority to over our everyday actions or mindsets, there is no separate code of conduct, mutual work agreement, or other kinds of guidelines to prevent ambiguity or confusion. So, And it’s okay when the time comes that we disagree or move on. We’re grateful for the shared journey to in making Axelerant better for our peers, clients, families, and communities.
...
We accelerate digital outcomes and scale with our customers as their partner partners of record.
Learn more about being a partner of record.
Our Mission Slogan
...
Digital Outcomes, Accelerated.
Our Values
...
Values define a person’s principles or standards of behavior that shape our mindsets and determine the our actions we take. For each of Axelerant’s values, we . We share our intent and context for Axelerant’s values to help us better understand the our unwavering expectations we have for every team member, regardless of their role.
Enthusiasm
When we say we value enthusiasm, that means that we avoid lethargy, status quo, wilful inaction, sabotaging another’s action, and similar behaviors that demonstrate demonstrating apathy or dullness. Further, enthusiasm means we value learning over being comfortable, action over detailed planning, quick decision-making over dwelling on details, and failing fast over getting everything right.
...
Self-Management
We are curious, can make decisions on our own, initiate change, and take action independently. Taking action doesn’t mean we do everything alone. Instead, we know when to collaborate and when to ask for help.
We manage ourselves and don’t need someone to tell us what to do to be productive. Our first instinct is to take the initiative rather than expect a policy or ask for permission.
Quality
We create working, maintainable, and understandable software that is enjoyable and easy to use. We improve the quality of the process and the client’s environment.
We believe that designing and building quality software means improving the product’s security, privacy, and accessibility; this belief requires life improvements and reduces harm for all users, contributors, and the people they affect.
Continuous Improvement
We recognize that we can always be better. We confidently go forward while remaining open and eager to better ideas. We take the initiative to improve ourselves, the company, and our community.
We believe that there’s always room for improvement. Each day, we become a bit better than before. We learn new things and share those things with our peers and community.
While continually working to make things better, we prefer long-term viability over shortcuts as it is critical that Axelerant sustainably exists now and in the future.
Examples of Enthusiastic Behaviors
Actively find new things to know and share those with peers.
Brainstorming ideas and leaning towards action in a team or a peer group.
Consider our actions in the context of ourselves, our team, and Axelerant’s business.
Often recognize the efforts of team members as it influences our culture with positivity and motivation.
Participating in team or group activities.
https://axelerant.atlassian.net/wiki/spaces/AH/pages/3979313423.
https://axelerant.atlassian.net/wiki/spaces/AH/pages/3979378797.
Speaking up proactively regarding tasks at hand.
Thinking about our actions in the context of ourselves, our team, and Axelerant’s business.Thinking widely of the business aspects of a task and not just the technical aspects.
Trying new things in the spirit of learning.
Kindness
When we say we value kindness, that means we dwell on inclusivity, accessibility, and doing what’s right. It implies that ego and envy have no place in our interactions. Kindness is about having someone’s best interest at heart, whereas being nice is about being liked. Further, kindness means we value people over process and performance, psychological safety over chasing numbers, and frequent feedback over our people through assistance with operational guidelines and defined performance standards. We prioritize psychological safety and frequent feedback over worrying about not being liked.
...
Examples of
...
Relationships First, Results Second
By deep-diving into our industries and clients’ why and means, we own the impact of our combined success.
We are committed to building an encouraging, caring, and supportive environment with clients, partners, users, and peers as people first. We’re champions of a collaborative mindset towards generating meaningful value.
Fulfillment
We maintain an inclusive environment where we can thrive professionally and personally. We keep a sustainable pace of productivity and whole lives outside of work.
We maximize our ability to take on any project by creating a diverse team that can bring their experience and perspectives to solve problems. We are proud of our work and believe it is meaningful, worth existing, and improves society and human well-being.
Humility
We listen without judgment while working together towards mutual success, even with better ideas than ours.
We recognize individual accomplishments and know that nobody is worth more than the team. We have imperfections, admit our mistakes, and strive to improve.
Examples of Kind Behaviors
...
Calmly giving and respectfully receiving feedback.
...
Collaborating on tasks.
Kind Behaviors
Act as owners of what you do for your role and beyond.
https://axelerant.atlassian.net/wiki/spaces/AH/pages/3979378783.
Introspecting and understanding the human aspects of a situation.
Mentoring people–improving capabilities.Providing meaningful and timely
https://axelerant.atlassian.net/wiki/spaces/AH/pages/3979149587.
Respectfully receiving feedback.
Sponsoring people–taking leadership or direct ownershippeople–as is investing in high-performing team members, those who own their work, or show leadership capabilities.
Openness
When we say we value openness, we always think about the visibility of our work and its impact on others. It means that we lean towards making all information available and accessible to the relevant people in an appropriate formappropriately. Openness also means questioning when something should be private due to sensitivity or personal nature and whether it should be internally public.
On the flip side, openness also means being open to all feedback and ideas and considering them critically with the intent of making to make Axelerant a better place. Further, openness means we value overcommunication over not disturbing people, clarity over playing it safe, honest feedback over causing worry, and public channels over private conversations.
Axelerant Principles of Openness
Respectful, Trusting Candor
For each other, we expect the best, give the benefit of the doubt, encourage ourselves to take the initiative to improve ourselves and the company, plus provide direct and constructive help.
We foster transparent conversations, collaborative expectations, and meaningful systems to communicate openly within projects, Axelerant, and the public.
We insist upon working with peers and for clients who trust our role and experience. We do our best to collaborate, solve problems, and run projects respectfully without orders.
We show trust and respect for each other by telling the truth with positive intentions while demonstrating honesty and integrity in our actions.
Accountable Transparency
...
Our teams are built upon strengths and retrospect together to overcome weaknesses. We respond to failure with facts and effort to collaboratively resolve the situation.
...
conversations
...
We prefer transparency of information whenever possible. We do all of this while maintaining the privacy and confidentiality that every person and organization deserves.
...
We proudly share what we learn and what we make in an accessible manner.
Effective Outcomes
...
We strive to be effective by developing performance measures, regularly evaluating performance, clearly communicating results, and implementing changes needed. We drop low-impact and low-value activities when found.
...
.
...
We use our values and principles as the basis for making decisions. We do our best to collect, analyze, discuss and share information about everything we do so that people can be faster and more confident with their decisions.
Examples of Open Behaviors
Being Accountable in for doing what you say you will do and communicating openly about why you could not keep that promise.
Documenting the context of a decision and the reasons behind it.Having clear and consistent communication
https://axelerant.atlassian.net/wiki/spaces/AH/pages/3979378767.
Making documents reasonably accessible to relevant audiences.
Posting timely status updates.
Providing clarity and reasoning behind decisions.Providing fair and honest and complete feedback.
Providing the context required to do a task well.
Responsibly planning planned and booked leaves in advance.
Sharing ways to make Axelerant better.
...
We work together in many ways, and each manner has its expectations of desired behavior shared below.
Consistent Customer Experience
How we look to provide great experiences that matter to our clients consistently.
Always keep our promises
Deliver quality and service reliably
Mutually improve profitability
Ensure long-term relationships
Be desired-outcome focused
Be easy to work with
Practice fair negotiation and agreements
Decision Making
...
Decision Making
We intend for timely, good-enough decisions at Axelerant.
Act in Axelerant’s best interest per Being Axelerant's https://axelerant.atlassian.net/wiki/spaces/OA/pages/1447493744/Being+Axelerant#Our-Values-and-Principles intent and context.
Always use good judgment to create contextually relevant outcomes–don’t blindly follow guidelinesoutcomes versus blind policies.
Avoid decisions https://www.youtube.com/watch?v=A-SbRExnMLc&t=1s.
Lean towards equitable, just decisions.
Pick a good enough decision now over a future-perfect one.
Treat Axelerant, its people, and its resources preciously.
We are not a democratic or consensus-driven company; the person closest to a must-decide situation owns it by listening to all helpful good-enough feedback and deciding afterthen making a choice.
We respect disagreements and differences, yet we all commit to the given decision.
When relevant, use the #disc- Conversation Creator to help collect feedback.
Diversity, Equity, and Inclusivity
How we are becoming a globally aware team.
Respect, appreciate, understand, and support every aspect of diversity.
Welcome people with differences, regardless of nationality, ethnicity, gender, sexual orientation, age, physical abilities, family status, religious beliefs, perspectives, experiences, or other ideologies.
More at Diversity and Inclusivity.
Feedback
...
Enjoyable Customer (External & Internal) Experiences
We look to consistently provide great experiences that matter to our clients and peers.
Be desired-outcome focused
Be easy to work with
Deliver quality and service reliably
Ensure long-term relationships
Keep our promises
Mutually improve profitability
Practice fair negotiation and agreements
Feedback
We ask for, give, and receive feedback.
Feedback is an act of kindness.
Constructively debate and disagree.
Focus on improvement. When you meet people, always ask what they think we can improve.
Influence comes from is a value-addedadd, not a title.
It is encouraged to disagree and have constructive debates, but please argue intelligently.
We give feedback, lots of it. Don’t hold back on suggestions for improvementsMake suggestions for improvements.
Seek and give lots of feedback.
We value truth-seeking over cohesion.
More at Feedback, Asking for, Feedback, Giving, and Feedback, Giving & Receiving.
Freelancing
We’re open to your freelancing given that such work never conflicts other work that does not conflict with Axelerant’s best interests.
Axelerant work should always be the priority, without exception.
We hope that your freelancing brings value to yourself and Axelerant.
When in doubt, ask People Operations to verify conflicts of interest.
When Axelerant fits your project, please let us help and earn a commission.
Getting Things Done
How we do our best to get Focus on getting the most relevant tasks done first.
Coordination will occur through collaboration, not centralization
Organizational boundaries will be porous
Strategy-making will be a dynamic, company-wide conversation
Strive to make the organization simpler.
Structure emerges where it creates value and disappears everywhere else.
We will achieve control through transparency and peer feedback
We work asynchronously by writing relevant things down as they happen.
Meetings
How we get Get together respectfully.
Align meetings by purpose and share notes before the meeting.Do your best to support asynchronous actions due to timezone and work timing differences.
Be on time to demonstrate respect for the people attending.
Casually enjoy the first minutes before getting focused.
Default to asynchronous conversations to avoid timezone and work timing conflicts.
Don’t wait for others to show or repeat things for latecomers.
Leave the meeting when it’s no longer relevant to you.
Only invite the relevant people to meetings.
Respect people’s time by being on time, starting and ending meetings as scheduled. Plus, not waiting for others to show or repeating things for latecomers.
Video on is friendly yet not required unless expressly stated otherwiseVideo is on by default, communicate your reasons when not possible.
When ending a meeting, summarize the salient points and calls to action.
Work towards unblocking decisions or systems without needing a meeting.
You can enjoy the first minutes of a meeting by sharing what is happening outside of work.
Ownership
How we act as owners of what we do in our role and beyond.
Be the CEO of yourself and your role by taking responsibility to set goals and appropriate timelines.
Collaboration is imperative to ensure that systems work together
Communicate clearly with your team and people leader on the status of your goals. Act quickly to address areas that pose a challenge or reassess goals that are not as reachable as shared.
Contributions will matter more than credentials.
Every idea will compete on an equal footing.
Everyone will think like a business owner and be accountable for what they do.
Individuals will compete to make a difference, not to climb a pyramid
Leaders are those who inspire othersasynchronously.
Welcoming–Diversity, Equity, Inclusivity, and Belonging
Be a globally aware team.
Respect, appreciate, understand, and support every aspect of diversity.
Welcome people with differences regardless of age, ethnicity, experiences, family relations, gender, ideology, nationality, neurodiversity, perspectives, physical abilities, religious beliefs, sexual orientation, or social status.
More at Welcoming–Diversity, Equity, Inclusion, and Belonging.
Unacceptable Behavior
Axelerant team members act per Being Axelerant https://axelerant.atlassian.net/wiki/spaces/OA/pages/1447493744/Being+Axelerant#Our-Values-and-Principles, and when not, Exceptional Situations are the consequence. Axelerant has zero - tolerance for breaches of our values and , professional ethics, Safe Space violations, and the following these non-inclusive behavior examples of unacceptable behavior.
Discrimination: demeaning, intimidating, racist, sexist, or threatening behaviors
Disrespect: treating others in a disrespectful or discourteous mannerdiscourteous or disrespectful treatment, using abusive or offensive language
Harassment: bullying, sexual, or any other form of harassment
Incompetence: failure to meet job performance standards, severe misuse of judgment
Insobriety: reporting for work under the influence of alcohol, drugs
Insubordination: refusal to follow work instructions, role-related activities
Negligence: failing to report to work at assigned times, misusing company time, and delaying projects
Report violations as soon as feasible.
Anti-Enthusiastic Behaviors
Resistance to new active learning or coaching.
Resisting novel other-than-your-own techniques to solve problems.
...
Withholding feedback from the team or Axelerant.
Working alone on as a team of one.
Anti-Open Behaviors
Withholding relevant feedback from peers and Axelerant.
Exclusively communicating using private channels.
Not paying attention to documentation or not prioritizing it.
Withholding relevant feedback from peers and Axelerant.
References
Related Topics
| Child pages (Children Display) |
|---|