People practicesOur team members grow along with the org

Founder as a managerI value the opinions of my team members

Founder as a managerI have regular 1:1s with my team

Org PrinciplesWe are clear about the values/ behaviours that make us special

Communication & AlignmentWe communicate openly and freely

Communication & AlignmentWe are all aligned towards a common goal

People practicesWe appreciate each other’s good work

People practicesWe assess and reward in a fair manner

People practicesWe have a process to hire the right talent as we scale

People practicesWe share feedback with each other regularly

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75% of early team members have grown to handle roles of higher scale and complexity

There are enough instances where I took a different decision because of inputs from my team

At least once in 2 weeks with my direct team

All the team members who joined us in the last 2 months know about the values that make us special

Employees can share their thoughts freely without being judged

At least 90% of the org is aligned to our company's quarterly goals

We celebrate wins and reflect on failures in our all hands meetings (at least once a month)

People are clear about the org approach to individual performance assessment and rewards (including ESOPs)

We have a sharply defined way to measure culture fit in our hiring process

Everyone in the org receives feedback at least twice a month from me, their manager or a peer

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A social commerce soonicorn has monthly panchayat sessions with anonymous 'AMA' to hear different voices from across the org

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A B2B e-commerce company does a 'manager barometer' every quarter to check-in on manager effectiveness. 85% of employees experience regular & effective 1:1s.

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A growth stage startup (eNPS of 61) starts every critical meeting with a reflection of its purpose, values and success so far.

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An unicorn fintech company from its early days has a policy of 'open door meetings'. Anyone can join in without an invite.

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A growth stage startup uses the 'OKR' methodology to link company goals to individual goals.

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An early stage B2B Saas startup reserves 15 min in its weekly All-hands to callout small wins from across the org.

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A fintech startup with a consistent eNPS>60 has a "Skin in the game" approach to rewards. All employees have ESOPs, 15% of company has been reserved for employees.

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An early stage startup (eNPS of 55) does 'hiring warroom' with regular check-ins on funnel & a strong competency driven debrief process

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A growth stage startup does fortnighlty 30min manager/founder 1:1s where 10min is reserved for "Start Stop Continue"

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