Our Values
Our Values
Be Candid
With Compassion
- We give feedback without losing our humanity. We design a feedback culture that allows us to be clear, direct, specific, sincere and compassionate.
- Growth-oriented feedback culture. When employees feel comfortable speaking up and providing honest feedback, we can learn, grow, and work together to achieve our common goals and long-term success.
- That means being transparent in communication, actions, admitting mistakes, being open to constructive feedback and approaching feedback with positive intent. It also means providing feedback in a respectful and compassionate way, focused on the problem rather than the person.
Positive behaviors
No misplaced ego
You accept being wrong and admit your own mistakes. You are aware of your qualities but also of your flaws.
Constructive feedback
Without judgment, based on facts, and with specific instructions on how to improve.
Everyone, any time
Even a newcomer can give a feedback to the CEO or anyone in the executive team.
Positive intent
Focus on how you can help the person with this feedback.
Accept or discard feedback
If you choose to accept it, you must be accountable, remain humble, and strive to reinvent yourself.
Self-awareness
Taking the time to read your emotions when you interact, especially when others are involved.
Red Lines
Focus on the person, not on the problem
Use honesty to be rude or disrespectful
Criticize someone who is not present without telling that person the same
Complain in private conversation rather than putting the topic on the table
Refuse to receive
feedback
Stories
Able to be honest
I don’t feel good today, I can share it safely.
I feel secure in sharing my feedback with my manager
My manager really listens to me. He/she trusts me.
It’s inspiring to see the CEO being vulnerable and open to feedback
He asks openly:
What should I stop doing?
What should I continue doing?
What should I start doing?
Processes / Best practices
Radical Candor book circle
New managers have to read and discuss 'Radical Candor', a guiding book on feedback, within book circles that promote the practice to all employees.
Two-way feedback
Managers regularly ask their managee’s “how can I improve? What are you refraining from telling me ?” to make sure every feedback is expressed.
Being let go should not be a surprise
The rules are clear. When someone isn't performing at work, they'll never be surprised if we have to let him/her go, because we over-communicate about it and give some time to adjust.
Collaborate Without Ego
- We believe that the best way to build great things is to build things together. When faced with a problem, we believe in working together to find a solution. Success is a collective endeavor.
- We practice teamwork by always putting the interest of the project or the company first (while keeping our ego in check) and by recognizing and celebrating our teammates’ unique skills and capabilities. We remain humble, always.
Positive behaviors
Ask for help when needed
You accept being wrong and admit your own mistakes. You are aware of your qualities but also of your flaws.
Make sure other people feel comfortable to contribute
Actively looking for their opinion and helping shy people and introverts speak their mind.
Accept the fact
That every team member is an opportunity to learn.
Go beyond your own job
When you can be of help to somebody else, even if they are in other departments.
Be aware of what’s good for the company
Or the project even if it’s not always aligned with what’s good for you.
Red Lines
Refrain from asking for help when needed
Take credit for collective work when you weren't the only contributor
Stick to your opinion even when people show you other ways
Prioritize personal ego and self-interest over the success of others and the company
Sacrifice your individuality or stay in the shadow you have the right to be you & your work should be recognized
Stories
Teaching my manager
When my manager doesn't know how to do something, he asks for my help to teach him!
Night help
I had to find info on hubspot, and knew it would take me a long time but someone that knew how to find the info spontaneously did it for me overnight!
Crisis management
When there is an incident, we have 30 tickets for the same issue and before addressing it, our managers ask for our opinion on how to handle it.
Processes / Best practices
Full transparency
There is no “dark room” or “shadow discussions” within a specific team. Every team conversation is open on slack, so that other teams can have a look at what has been said.
It is everybody’s code
When developers finish a piece of code, they put it out so that it can be commented by everyone in the team so that people make critics, suggestions and chose the best options, judging only the work itself. Nobody cares whose code it is, what matters is to have the best final results.
Freakin’ Care
- We care about the people we work with (our teammates), the people we work for (our prospects and customers) and the vision we are striving for (the company’s goals). But we don’t “just” care, we freakin care.
- We believe that we should treat others in the same way we’d like to be treated. When we see a teammate or a customer in pain, we have an urge to make that pain stop, and we jump in and help solve it.
- We don’t need to be asked to do it! We don’t only do our job to make a living, we do it because it makes sense and makes a difference for the customers we serve.
Positive behaviors
Focus on what matters
Put personal matters above work.
Show appreciation
Say thank you or offer a teammate a shoutout regularly.
Show compassion
In debating, talking, writing, making decisions, and in everything. Put yourself in other people’s shoes to understand how your message or decision may be perceived.
Actively listen
Take time to really hear from your teammates and customers.
Think of our customers' success
Show our customers we really care about them.
Always go the extra mile
to help solve a teammate, prospect or customer pain.
Red Lines
Ask too much from someone or be disrespectful
Be demanding of someone who is not in a good place emotionally or physically.
Surrender to someone who is rude to you or your team.
Prevent others from doing what must be done to handle personal issues and responsibilities.
Take for granted all the support and assistance received.
Restrict personal conversations and only focus on productivity.
Let down team members, prospects, or customers because the request is “not in your job description” or outside work hours.
Stories
Care for struggling clients
During Covid, we gave a FREE three-month subscription to clients who were struggling and considering cancellation.
Post-surgery support
I had several surgeries that resulted in complications. Everyone cared about how they went, helped make me feel comfortable, assisted with transportation, and allowed me to change my schedule to get to medical appointments, etc.
Unexpected call
I went through a hard time in my personal life. Emeric (our CEO) reached out to ask how I was. He said, “I care for you being happy as a person” and took time to talk with me. It greatly comforted me.
Solidarity
I had a family member at the hospital, I could only visit her during the day. My team told me I could go and when I came back, they had taken care of all my tasks for me. I felt so grateful and supported!
Processes / Best practices
Shout Out Channel
The internal Shout Out channel on slack showcase why we are proud and happy to work with our colleagues: it is very authentic, very honest. Also, the shoutouts are specific, make them credible and legit.
Welcome ice breaker
At the all hands meeting, we take some time to introduce newcomers by having them answer a deep or fun question. It helps with getting to know the person behind the role.
No clients are left behind
Support & CS are really going the extra mile to help our customers whenever they have an issue.
Just Own it
- We make no excuse, we take the lead and develop solutions. We feel responsible to get the job done.
- We take ownership for not just those tasks which we directly control, but for all those that affect whether or not our mission is successful.
- We believe that we can only achieve great things if we are surrounded by people we can count on, at every step of the way.
- We expect our teammates to do their part, and we understand that they expect us to do ours. We also aim at being a dependable partner for our clients.
Positive behaviors
Be accountable
Take responsibility for your actions and outcomes.
Own your own (or your team’s) mistakes and failures
Don’t blame others.
Can-do attitude
Don't get stuck with problems. Always come to the conversation with solutions.
Focus on Solutions
Don’t raise a problem if you don’t have one or several solutions to propose and choose from.
Commit to a deadline
And stick to it. If you can’t, communicate about the why, and offer a new deadline.
Address a problem immediately
When you see something causing a customer, team member, or prospect pain, step in and solve it.
Red Lines
Focus your energy
On the reasons why it can’t be done.
Blame others
For anything.
Keep it to yourself
When you know you can't deliver on time.
Accept problems as inevitable
And leave them unresolved.
Move too fast
Without a proper plan.
Stories
Even if it’s my job or not, I take ownership
One teammate suggested to run a specific ad campaign.
While I was initially skeptical and busy, she took charge of it all. This indirectly motivated me to become more involved and committed to the campaign.
She could have waited a few months until I was ready, but she wanted to do it, so she took ownership.
Own the consequences call
We launched a new version, but it had many bugs causing support tickets and complaints from customers.
Taking ownership meant cleaning up the mess we made and considering the consequences of our choices.
We have to take responsibility and fix what we break, even if it means working long hours sometimes.
Processes / Best practices
Keeper Test
Twice a year, managers are replying to this simple question: If this person wanted to leave your team, would you do anything to keep her around?
What does success look like?
Every employee has his/her own What Success Looks Like document. They know how to move forward in their career path to achieve success and growth.
Our leaders are doers
They don’t just run around telling people what to do. They actually do a lot themselves.