# Our Values
We might not care much for job titles, but we do take our values seriously. Our values aren’t empty words we put up on our website. Our values actually determine who gets hired, who gets rewarded, and who gets let go.
At White Rabbit, we particularly value the following nine behaviors and skills in our fellow employees:
- You make wise decisions (people, technical, business, creative) despite ambiguity.
- You solve root causes, not symptoms.
- You think about the big picture and can articulate what you should, and shouldn’t, do.
- You smartly separate what must be done well now, and what can be improved later.
- You accomplish amazing amounts of important work.
- You demonstrate consistently strong performance so colleagues can rely upon you.
- You use time wisely and work smartly.
- You understand which details to obsess over and when to move on.
- You redesign workflows to be more effective.
- You suggest better ways of doing things.
- You keep us nimble by minimizing complexity and finding time to simplify.
White Rabbit must grow better.
Innovation is an economic term; not a technological term. It could be improving a business process or how we organize our inventory. Innovation extends across all departments, all processes, all functions. Management guru Peter Drucker defined innovation as “the task of empowering human and material resources with new and greater wealth-producing capacity.”
- You listen well, instead of reacting fast, so you can better understand.
- You are concise and articulate in speech and writing.
- You treat people with respect independent of their status or disagreement with you.
- You stay calm and cool under pressure, especially when collaborating.
- You embrace our communciation values and best practices.
- You inspire others with your thirst for excellence.
- You care intensely about White Rabbit’s success.
- You celebrate wins.
- You say thanks. You publicly recognize the people that helped you.
- You are tenacious.
- You learn rapidly and eagerly.
- You seek to understand our strategy, market, customers, and vendors.
- You are broadly knowledgeable about business, technology, and ecommerce.
- You contribute effectively outside of your specialty.
- You say what you think even if it may be unpopular.
- You make tough decisions without agonizing.
- You take smart risks.
- You question actions inconsistent with our values.
- You are known for candor and directness.
- You are non-political when you disagree with others.
- You only say things about fellow employees you will say to their face.
- You are quick to admit mistakes.
- You seek what is best for White Rabbit, rather than best for yourself or your group.
- You are egoless when searching for the best ideas.
- You make time to help colleagues.
- You share information openly and proactively.
Be open about as many things as possible. The more context people have, the better their decision making. Also, making information public reduces barriers to contribution and makes collaboration easier.
Nearly everything at White Rabbit is public to the company by default--from financial information and operational metrics to job descriptions and work procedures. If there's something you want to know but don't have access to, just ask. It's probably just that no one got around to giving you access.
Making this company handbook public is a example of the kind of transparency we value. Making it publicly accessible helps broaden awareness within the company and with the outside world. This kind of open transparency helps us recruit people that care about our values and allows us to get more feedback from people outside the company.
# Use public channels and shared folders and documents when possible
Communicate publicly. Private messages discourage collaboration. Sometimes halfway into a conversation, it becomes clear that another person should join in, but they can't easily see the converstion history when chats begin as direct messages. Use a public channel and mention the person or group you want to reach. This ensures it is easy for other people to chime in, involve other people if needed, and learn from whatever is discussed.
Being direct is about being transparent with each other. We practice "radical candor", an uncommon cocktail of no-bullshit and no-asshole. Feedback is always about your work and not your person. That doesn't mean it will be easy to give or receive it.
# Surface issues constructively
Be transparent to the right people (up) at the right time (when still actionable). If you make a mistake, don't worry; correct it and proactively let the affected party, your team, or manager know what happened, how you corrected it, and how—if needed—you changed the process to prevent future mistakes.
# Anyone and anything can be questioned
Any past decisions and guidelines are open to questioning as long as you act in accordance with them until they are changed.
# Transparency is only a value if you do it when it is hard
We practice transparency even when hiding the facts would be easier. For example, failing to provide a new hire with timely, meaningful, candid feedback denies them the opportunity to address issues which may hurt their chances of sucessfully getting through their trial period.
# Say why, not just what
Be transparent about decision making. Don't just state a decision or a single value, explain it. Sharing not only the what but the why enables better discussion around topics.
Enable everybody involved to come to the same conclusion as you. Don't just share ideas, share reasons. Don't only share graphs, share raw data. Don't just share results, share the steps used to analyze a problem. Do your best to make your line-of-thinking transparent to others, even if they may disagree.
Transaprency increases accountability around making decisions and difficult choices.