hivewyre culture map
DESCRIPTION
We’re not your typical online display company. In fact, we’re not your typical company at all. We firmly believe that you don’t need dress shoes and ties to create something amazing. And boy, do we create! From our gorgeous, unique creatives to our cutting-edge technology, we’re constantly striving to be the best there is and to push display advertising to a whole new level. Our culture is one of freedom, responsibility and performance. We believe in rewarding hard work and awesome ideas in an atmosphere that values each individual’s personal development— just take a look at our culture map. To both conform to the shifts and stay ahead of changing trends in the online ad industry, adhesive believes that applying a “flat” organizational structure – in which the traditional managerial hierarchy is leveled – will help them do just that. Attracting great talent is critical in a crowded career field, as is continual innovation, and adhesive has identified traditional, ineffective management as a hindrance to both. We first took notice of this growing trend in some of today’s most successful and forward-thinking companies – namely Google, W.L. Gore, and Morning Star – whose structures adhesive’s own are now based on. Under this new trend, employment-level titles are removed, and as a result employees are considered colleagues rather than employees. As such, no single person can fire another, and such decisions are instead based on a mediation process necessitating discussion and sharing varying opinions and viewpoints to arrive at an informed decision. The potential upsides to this type of culture are numerous. By removing political obstacles, adhesive hopes that individuals will take more accountability for their career growth by understanding there is no longer a limited potential for “upward movement,” or professional movement in any direction. This also greatly reduces fear of being fired or of a disagreement being potentially harmful, as the “flat” structure encourages conversation and new ideas in an open forum, rather than through transacting with a single manager. We strive every day to add more value for our clients than ever before. To get there, we’re working with some of the brightest, most forward-thinking players in the industry today. Our team adheres to a few core values Make commitments and meet them Tell me what works for you and what doesn’t How can I help? No brilliant jerks Cornhole and fog horns (Curious? You’ll have to interview with us to learn more about this one.) Does it sound like you’re the perfect fit for our culture? Check out our current open positions in our career section to apply today. We’re always looking for the best of the best to join our growing team!TRANSCRIPT
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Growing. Together.
Culture Map
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Delivergrowth
Growth for employees via our unique cultureGrowth for our clients through incremental sales
Growth for our community by investing time and money in causes we believe in
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Our vision, mission and purpose
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• Values
• High Performance
• Freedom and Responsibility
• Agreement Loop
• Minimize Rules
• Promotions and Development
• Context not Control
Culture Map
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• Make commitments and meet them
• Tell me what works for you and what doesn’t
• No brilliant jerks
• How can I help?
• Cornhole and foghorns
Values:
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Make commitments and meet them
Values:
Make an objective commitment
Do what you say you’re going to do
High performers make commitments and have no problem adjusting those commitments for the right reasons
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Tell me what works for you and what doesn’t
Values:
Healthy communication is key.
We all welcome and need positive reinforcement for a job well done.
It’s equally important that we come from the heart and confront someone on what doesn’t work for you.
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No brilliant jerksValues: The one bad apple rule.
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How can I help?Values: How can I help you get your job done better?
How can I help our clients grow faster?
How can I help you grow?
How can I help my community?
How can I help?
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Cornhole and foghorns
Values: You have to interview with us to learn about this one. :-D
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One outstanding employee gets more done and costs less than two or three adequate employees
We endeavor to only have outstanding employees
High Performance
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Great pay and benefits based on the market
No annual raise pools
It’s a good idea, not a traitorous one, to understand what other firms would pay you, and talking to peers at other companies
High Performance
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How can you spot an “A” player• Self motivating• Self aware• Self improving• Acts like a leader• Picks up the trash on the floor• Isn’t afraid to make commitments• Regularly displays the company’s
values
High Performance
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Three tests for an “A” Player
1. What could person get elsewhere
2. What would we pay for a replacement
3. What would we pay to keep that person if they had a bigger offer elsewhere
High Performance
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The “Keeper Test” - Which of my people if they were leaving for a similar job would I fight hard to keep?
The other people should get a severance package now so we can open a slot to try and find a star for that role
High Performance
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Our culture isn’t right for everyone
Some people value job security and stability over high-performance
We need to strive in only attracting “A” players and helping the latter realize this isn’t right for them
High Performance
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Freedom and Responsibility
High performance people thrive on freedom and are worthy of it
Big boys and girls program
They’re mindful of their co-workers and how their actions impact their teammates’ ability to do their job
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Vacation time is not tracked
You work where you want – it’s what’s best for you and your co-workers
Individuals who abuse this privilege are not “A” players
There are exceptions – example: operational roles that require coverage during specific hours at the office
Freedom and Responsibility
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3.) Re-negotiate the commitment if you feel you need. The Client doesn’t have to agree if they don’t feel it’s for the right reasons.
4.) Meet the commitment1.) Colleague asks you for a commitment
2.) Agree on a Commitment
Commitment loop
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Excessive use of rules to mitigate manageable mistakes can kill company morale
High-performers are aware of consequences to their actions and will use proper judgment
Consistently setting and managing expectations should not be confused with the over use of rules and process
Minimize rules
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Some rules are necessary
Prevention of disasters
Financial oversight, loss of data, legal issues
Moral, ethical issues – dishonesty and harassment
Minimize rules
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F-up
Fess-up
Fast and fastidiously
Minimize rules
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Job has to be big enough
We might have an incredible manager of something, but we don’t need a director of it because job isn’t big enough
If the incredible manager left, we would replace with a manager not a director
Person has to be a superstar in current role
If a manager would promote to prevent an employee from leaving, the manager should promote now instead of waiting
Promotions and development
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We develop people by giving them the opportunity to develop themselves, by surrounding them with great colleagues and giving them big challenges to work on
Mediocre colleagues or unchallenging work is what kills progress of a person’s skills
Formalized development is rarely effective and we don’t try to do it
Mentor assignment, rotation, career path, etc
Promotions and development
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High performance people are generally self-improving through experience, observation, introspection, reading and discussion
As long as they have stunning colleagues and big challenges to work on
We want people to manage their own career growth, and not rely on a corporation for “planning” their careers
Promotions and development
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“If you want to build a ship, don’t drum up the people to gather wood, divide the work and give orders.Instead, teach them to yearn for the vast and endless sea.”
- Antoine De Saint-Exupery
Context not control
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Investing in context
Frequent communication about strategy, expected results and timelines
Who is THE accountable individual for a given task/goal
Who are the stakeholders
What does success look like – OBJECTIVELY
Clearly defined roles
METRICS
Context not control
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What does control look like
Committees
Planning and process valued more than results
Constant management approval
Top-down decision making
Can be important when someone is still learning
Is prevalent when you have the wrong person in a role
Context not control
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