As a distributed team, two of our engineering norms are to “speak up” and “do it online.”

We have two offices: one in Los Angeles and one in Chicago. We also have a handful of folks who are remote. Regardless of where you’re based, every Tuesday we have a company-wide standup. We’re constantly communicating with each other via Slack and Zoom videos throughout the day, too, to make sure that everyone is on the same page and collaborating effectively. Our team also physically meets together twice a year: in LA in the winter, and in Chicago in the summer.

We have a few different tech teams at Cameo. We have a few product teams that focus on features like the Consumer Experience, Talent Experience, Search & Discovery, etc. We also have a Platform (infrastructure and devops) team, as well as a Data engineering team. We lean toward over-communicating and written documentation wherever possible and always encourage folks to speak up. We’re at an interesting inflection point having recently raised $50M in funding, and view transparency and open communication as the key to scaling healthily and happily.

Open communication is about being transparent about the motivation behind why you want to do something.

It means having an honest dialogue about how a decision will benefit you, the team, your end customers, and discussing the various ways to achieve it. At Creator Deck Media, we go into every conversation with the assumption that everyone wants the best outcome for the team and every individual involved in the project. With that as our foundation, everyone can openly share their ideas in context of how value is created, distributed, and shared amongst everyone on the team.

Practically speaking, it’s easy for us to facilitate discussions. We have a small office and everyone sits closely with one another. We do have full time employees that work remotely, but they are still very close to the team. Remote-engineering staff is ok too.

As a distributed company, communication is our oxygen.

It’s in our creed: “I will communicate as much as possible.” This starts with using our own team blogs, powered by P2, the WordPress theme for group collaboration. Fast, flexible, and fun, P2s make it easy to keep up with the company and our many teams in more than 75 countries around the world. Contributing to projects starts with P2s, too. We have a saying: “P2 or it never happened.”

Developers track about 70% of our projects on P2s, 25% in private chat rooms, and the rest on Slack. Only about 1% of communication is done through email, and that’s mostly to external sources.

Because of the geographic variance, we’re active 24/7 and are continuously working on our communication styles in all formats, including in person. There are many times when we cross continents and timezones to work together, most notably in our annual Grand Meetups, when the entire company gets together in a different location for seven days. Our Grand Meetups have previously been held in San Francisco; Budapest, Hungary; Park City, Utah; and Whistler, Canada just to name a few. 😉 We also have smaller team meetups (around 5–7 days long) where the focus is on experimenting and shipping products together.

Transparency is something everyone on our team values. In fact, our team members have selected it as one of the most important core values at Routific.

Being transparent means not running the business like it’s a black box. As an example, we share the company’s finances with the entire team. Everyone on the team knows exactly how much money we have in the bank, how many months we have left before we run out of money, what our go-to-market plans and targets are, and how close we are to achieving those targets.

Transparency means being open and vulnerable with one another. We encourage our team members to come into the office, put their ‘work’ face away, and be themselves. It doesn’t happen overnight, but we are always working on it together as a team. Recently, every team member completed the Myers-Briggs personality test which gave us phenomenal and actionable insights into the different personalities on our team. It changed the way we perceive one another, talk to one another, and how we interact as a team.

We don’t simply request dissenting opinions, we seek individual opinions on important decisions.

Our commitment to open communication starts with the executive team. We often talk about how important it is to keep all communication channels open, and we’ve been deliberate and thoughtful about making transparency a part of everyday life at ActZero. For starters, when you join us, you’ll fill out a questionnaire so that we can learn how you’d like to receive feedback and praise. Generally, we openly praise and privately coach, but we recognize that everyone has different preferences. We publicly encourage individual opinions and actively discourage behaviors which stifle individual contribution.

When it comes to code, data, and metrics, we operate as one unit. All information is available to anyone within ActZero. Our systems automatically push information to dashboards, rather than requiring information be manually requested and pulled from disparate sources. We have well-structured Slack channels for disseminating and discussing important company and team news - all work in other systems trigger notifications in Slack so employees can keep abreast of all activity. Everyone maintains publicly visible calendars, including our leadership team, who also host open-office hours.

Finally, we run a monthly employee satisfaction survey. The output of the survey is anonymized and shared with everyone at the company, and we all work to implement improvements based on everyone’s feedback. We welcome dissenting opinions. In fact, we invite them! Even if they’re most comfortably shared in an anonymous survey.

We are not only transparent in how we make decisions, but all decisions require consent from all team members.

A good example of where collaborative decision making takes place at mindmatters is how we staff teams and projects. The entire team is involved in staffing decisions instead of one manager deciding everyone’s fate. Engineers change teams either because people express an interest to work on something different or because certain projects and timelines require more resources. Whatever the reason, these decisions are made by everyone. We come together to review our current teams, what needs there are, and who is available to support.

Teams can range between 2 to 8 people and we typically have anywhere between 2 and 5 projects running concurrently. There is a lot of internal mobility and staffing at mindmatters requires a lot of flexibility from everyone and since the amount of team members necessary for each project varies. We also hire freelancers whenever there is heavy workload, so that one needs to be stretched thinly. In these situations, the team that needs more resources is responsible for interviewing freelancers because they are the ones who will be working closely with this person.

We strive for empathy.

We value EQ > IQ and are humble, considerate, and tight-knit. Our founders talk to us regularly; they’re honest and transparent about how the business is running and there are direct lines of communication between every employee and our leadership team. It’s important that we foster an environment where every team member feels comfortable talking and empathy is key. As a growing team (currently we have ~40 employees), things are always a work in progress. Individuals often speak up and surface concerns or criticism when they want to, and we all listen.

During our most recent offsite, our entire company gathered in a circle one evening to give kudos to one another. The prompt was simply, “Feel free to thank someone who you’d like to recognize.” What started as an informal exercise turned into a two-hour event. The amount of transparency made us feel closer to one another and helped us learn what each member of our team really cares about and values. (We suspect giving kudos will become a tradition of ours!)

Lastly, we practice open communication every day at the office. The entire team currently works in one large warehouse. This facilitates a tremendous amount of conversation and provides exposure to all aspects of the company. During lunch, you might hear about which partnerships our business development team is working on or what optimizations our hardware engineers are focusing on. Having an open office space (and still being a small team) enables us to exchange ideas and collaborate easily. We have ambitious goals, and we can only achieve them by supporting and working with each other!

Share information. Share mistakes. Share victories.

Our leadership team believes that businesses run better when everyone knows what’s going on. We have a bi-monthly all-hands meeting with both offices (via video-conferencing). During these sessions, we celebrate new hires, walk through company financials, and reserve time for company Q&A. We use an app to let team members submit and upvote questions so that the most exciting questions get discussed first.

When we recently raised funds (a $200M Series D at an approximate $3.8 billion valuation), our CEO Josh held an additional all-hands meeting. He walked us through the pitch deck, who each investor was, and the rationale behind each decision. It’s easy to claim that your company believes in being open and transparent, but it’s another thing entirely when prioritized by the leadership.

Everyone is involved in decision making.

We work to create an environment where everyone’s perspective can be heard. However, that isn’t to say that we’re consensus driven. Instead, we borrow a paradigm from Apple and identify Directly Responsible Individuals (DRIs) who are then in charge of collecting and synthesizing information, and making a call. (We should note that the DRI is often not the most senior person, but the person closest to the work.)

Transparency and inclusion are both core company values and product values of ours. You can see them in the way our founders openly discuss the corporate structure, equity, and the company’s financial situation all the way to how our product builds trust between team members with daily questions.

We aim to openly share what we’re doing across the board.

Our engineers often talk about code and product, but we also talk about our performance as a team, hiring, and fundraising. We default to communicating in person and in public Slack channels. We err on the side of more channels, so individuals can mute or set their notification preferences to not be disturbed (but catch up when they want). We only use private Slack channels for sensitive information, like discussing a specific candidate during recruiting.

We want everyone to feel comfortable voicing their opinions. We try to share agendas in advance so everyone will be able to prepare privately. At the beginning of each meeting, we often take the first few minutes for everyone to individually collect and record their thoughts before sharing. For example, during our retrospectives, each person is able to share their individual reflections first. Then, as a team, we decide what to dive into as a group.

We operate with transparency around the business, our product, and how decisions are made.

We understand and are respectful of the fact that people need time and space to focus on their work. At the same time, we also believe better decisions are made when all members of the team are well informed. By being transparent about as much as possible, we make information accessible whenever possible. Everyone knows how much runway we have, how investors meetings went, about strategic partnerships, and is included in all hiring decisions.

Underlying trust allows us to speak frankly with one another and enables us to build an environment where people are encouraged to voice their questions, criticisms, and/or concerns. Because we truly respect each other, open communication feels effortless. Whether you agree or dissent, all opinions are valuable and will be heard.

In terms of day-to-day communication, a handful of us work together in a shared co-working space in San Francisco (PARISOMA), and the rest of the team is distributed working remotely. We recognize that working remotely comes with its own set of challenges, and strive as a team to make this a good experience on all sides. We use a combination of Zoom, various collaboration software (e.g. Notion, Google Docs, Github), and messaging on Coast (our own product) to tackle each new project or goal together as a team.

We also bring the entire team together for regular off-sites in person to ensure we get to know each other on a personal level so our team gels as a whole. At the end of the day communication is everything: healthy teams move fast because they trust each other, and trust is built through good communication.

Candid feedback, given respectfully, accepted seriously

Since our earliest days, Angaza has straddled an ocean. The challenges of keeping our San Francisco and Nairobi teams in sync have shaped our culture into one where we actively and explicitly practice open communication both across the entire company and fractally, within each smaller team.

From monthly all-hands (with video chat linking our two offices) to regularly scheduled office hours held by our three co-founders (where any topic is fair game); from bi-weekly internal, written newsletters to quarterly desk shuffling, we put a lot of energy into ensuring the right conversations are happening between the right people.

Within the engineering team, much of our written communication comes in the form of PR comments. We provide thoughtful, constructive comments for our colleagues, while keeping bike-shedding and rubber-stamping to a minimum, and we foster an environment where every engineer, no matter their tenure, feels not only empowered to comment, but also feels truly listened to.

In cases of fundamental disagreements, whatever the decision, our style is to ensure that the cost of course correction is not prohibitively expensive, document the discussion, and then defer to the individual or team with the most at stake.

You need context to build great code.

When we started Honor, our engineering team was made up of the best people we knew from our previous companies, which also meant we brought on a lot of the best practices we learned from our previous experiences. We have to ship high quality code because people’s lives are on the line. It’s certainly a balance in being nimble as well, but we understand that everything we do has profound effects on operations (and the bigger we get, the more profound that gets). That’s why we implement good practices, code reviews, team discussions, and have deep conversations about architecture and tradeoffs. There’s a lot of communication around good code.

Position makes every major decision collectively as a team, and many of the minor decisions as well.

This is empowering, because everyone gets a say. It can also be challenging, because it requires patience, empathy, and deliberate communication.

We have two main meetings each week: A sprint planning meeting on Fridays, and a “Kaizen” (“continuous improvement”) meeting on Thursdays. At Kaizen, we look back on the week and figure out how things are going and what we can improve about our processes. Meeting so often in a formal way has allowed us to get comfortable with each other, be honest and open, and facilitate effective meetings.

We invite our customers to our Trello boards so that they can see exactly who is working on what and when.

We also use Harvest to track time against each task and give these timesheets to the client. We are completely transparent in what we do. We also have open plan offices where all developers can hear all the conversations other developers are having. This helps teams keep up to date with each other and allows for knowledge transfer between senior and junior developers. While we don’t formally program in pairs, junior developers feel comfortable asking senior developers for help whenever they need support.

Candid feedback and criticism is always useful.

Since we are still a small team, we hold one another accountable for the responsibilities we’ve been assigned. We encourage 1:1s to be a safe space to discuss anything that might be bothering you, and we all sync up each morning at 9:45 am for a 10-minute standup where we share our progress from the prior day, today’s goal, and any blockers we are facing.

Communication across departments is an open dialogue – since our team is small, engineers directly reach out to Sid, our Chief Designer, or Andrew, our Director of Ops, if there are questions. Similarly, other team members feel comfortable reaching out to engineers whenever they need details about an integration or want to request a feature. We all work collaboratively and information flows fluidly in all directions.

The most effective way to align across departments, create an inclusive environment, and empower people to make critical decisions is open communication.

We practice open communication on all levels of the business and its processes. At our bi-weekly all-hands meeting, we share company-wide wins and game plans, monthly revenue numbers, company financials, and discuss challenges and areas for improvement. We regularly send anonymous surveys company-wide, and act on the feedback. Each manager holds 1:1s with every member of their team that are two-way feedback focused. Within each meeting, we strive to invite dissenting opinions or suggestions to arrive at a stronger solution.

Part of our open communication process involves ensuring that individuals relevant to the decision are able to participate regardless of whether or not they are physically present. To do so, we place an emphasis on capturing as many discussions as possible in written form: product requirements docs, meeting notes, retrospectives, and general discussion documents. Our team also strives to create an environment where remote members can participate effectively via video calls and online interactions.

As a distributed team, Slack is our office.

We are very explicit with one another, and because we aren’t physically in the same office every day, we can’t take anything for granted when it comes to communication. We’ve all built a habit of writing everything down, and sharing progress openly in Slack. We are extremely diligent about updating our product roadmap (which we do daily), as well as monitoring our task manager. (We have a shared Notion board for all of our company functions: engineering, design, and growth and community.)

We have a daily standup every morning at 12pm EST that we do over video, which lasts between 15-30 minutes. It’s an opportunity for each person to sync with the rest of the team and get a sense for our high level progress.

Our vision is that at any moment, anyone at the company can see the flow of work at a glance, and how their work is contributing to company goals. Any employee at Universe should be able to quickly and easily understand why they’re doing the work they’re doing and how it's going to impact our team’s goals.

An informed team member is an empowered team member.

Each of us has experienced what it feels like at other companies when decision making is divorced from facts on the ground. It is extremely demoralizing when you are the expert and are not empowered to make important decisions or even sit at the table where they are made. Not only does it stifle individuals at a company, but it is also a sign of poor leadership that will likely make bad decisions, and eventually lead the company in the wrong direction.

Our approach is to practice email transparency and share all information (except when it specifically has to be confidential – e.g., HR information). We embrace the accountability that this brings. By having access to all information, individuals can make informed decisions. Additionally, it encourages people to reach out and get any additional information they need: engineers visit banks to understand how they work and form a relationship and our customer success team frequently collaborates with engineers on prioritization and debugging.

Our management philosophy can be summed up as: one team with each individual having the responsibility and authority to get their job done. If your problem goes beyond your domain, then it’s up to you to get help from another person and ultimately bring that project across the finish line.

Information should be available to everyone.

Everyone at Mode has the resources at hand to answer questions or validate assumptions. After all, this is one of the core value propositions of the software we are building. Every team member is an owner of the company, so progress is reported frequently and transparently. This information is typically shared in the form of presentations about company financials and direction at our weekly all-hands meetings, as well as through reports that display core company metrics.

After much thought and consideration, we (excitedly!) decided to begin hiring fully remote engineers in 2019. While we knew it wouldn’t be perfect at first, we have been thoughtful about supporting distributed team members. We've invested in state-of-the-art telecommunications hardware and software, now run meetings as if all attendees were remote, and make decisions in forums where remote members can participate.

If you work out of our office in San Francisco, you’ll sit with your cross-functional team (product, design, engineering, and customer support). In that office, we have a quiet room for when you need a break from the open office layout and office pups who lovingly sit nearby.

The best decisions are made by proactively communicating with everyone who might thereby receive or add value.

This nearly always means capturing it in written form, and Airtable is very much a written culture: project specs, meeting notes, retrospectives, market opportunity analyses, and other documents, including our CEO Howie's reports to our board of directors, are all duly written up and circulated widely, in most cases to all full-time staff. Engineers regularly write documents that receive direct feedback from sales or other customer-facing teams, and vice versa. For this reason, we ask for a writing sample on our online job application form (and we really do read it!).

Furthermore, we strive to establish a social context in which people have the right expectations about authoring proposals or commenting on them. First, we encourage people to share as much information as possible: not only proposed actions and decisions, but also the context and motivations that prompted them. This allows readers, who do not already have that context, to engage more effectively. Second, we practice empathetic communication and discourage excessive pride of authorship. Ideas can only be shared early and often if people feel secure that their half-baked or highly speculative ideas will be welcomed as a starting point rather than attacked for their imperfections. On the other hand, the process of iterating and refining proposals can't work if people start out too attached to (or personally identified with) particular versions of an idea. Without these critical values, no software tool can create a culture of open communication.

Like many other companies, we use Slack for real-time communication. However, we also recognize the many limits of chat-style communication and strongly bias toward capturing discussions wherever reasonable in documents, tickets, and other durable media (including, of course, Airtable bases). We believe the best decisions are often made with ample time, discussion, and thought, which are best supported by asynchronous collaboration.

(A strongly written and asynchronous communication culture has other benefits, too. It's better for work done outside our main offices, or on time-shifted schedules. Also, it enables a greater proportion of focused “maker time” compared to a culture where everyone feels obligated to actively monitor chat for fear of missing out on important conversations. Of course, there are plenty of times when real-time chat or meetings really are the best way to communicate, and we embrace those situations. But we try to deploy these communication modes thoughtfully.)

Radical over-communication, please!

Everyone has access to the same information, and no one is left in the dark about important company decisions.

The founders set a great example by encouraging us to speak freely about questions and concerns. At the end of every all-hands, they hold an AMA where no question is off limits, encouraging us to speak freely about concerns. Their transparency with the rest of the company about board meetings (they always share slides and documents presented), timelines, and dissenting opinions create a culture where Novans feel comfortable speaking up about any topic, which is why one of our core values is 'Challenge Without Ego'.

Almost all of the work we do requires cross-functional expertise and teamwork, which is why we rely on open communication about details, requirements, deadlines, and processes. We are heavily biased towards giving too much information rather than not enough.

In addition to the internal groups and brown bag lunches we have at Nova, we extend our open communications to those outside of the company. We host fireside chats with industry professionals, bringing in amazing, high-profile individuals into the office for open discussions on various topics, like our recent chat about leadership and hiring for diversity with Ken Chenault, former CEO of American Express.

We believe if we give everyone the information needed to make important decisions, everyone will be empowered to make important decisions.

We send out notes from every Vanta meeting, including co-founder Erik Goldman and CEO Christina Cacioppo’s weekly syncs, and encourage others to drop in or follow up with questions. This isn’t just out of convenience: we believe that every member of Vanta should feel like they can contribute to what they’re passionate about, and that starts with shared context.

Success for us means giving everyone a common language, an understanding of our company’s challenges and opportunities, and information about each others’ roles. We believe transparency is the most powerful way to equip our team members and scale decision making.

We are so much more than code, pipelines, models, and metrics.

You can be one of the best engineers in the world, but how impactful your work is, depends on how well you communicate and work with your team. To build the most meaningful solutions, you need context not only from your immediate teammates, but also from relevant and adjacent teams. Furthermore, we have three main offices in San Francisco, Toronto, and Atlanta (though our engineers are based out of SF and Toronto) and several smaller operational locations across the US and Canada. Communication between these hubs is equally critical to our success.

Instacart has many moving parts, so to facilitate cross-functional collaboration, we work with open office plans. To promote more focused conversations, all of our offices are outfitted with plenty of pop-in rooms, bookable conference rooms, and phone booths. As an operations-heavy company, real-time feedback is incredibly important to us and this has permeated throughout the entire company. We have set up several forums for people to ask questions in-person, including our regular AMAs with our executive team leaders. No topic or question is off limits.

Empathy is nice, encouragement is key.

We’ve structured our company to enable continuous feedback. We are staffed in pods that rotate, and all pods have equal access to company resources. Our office has an open layout and we have team-wide meetings every other week that end in an open discussion for people to give praise or raise questions. Engineers play a core role in determining the product roadmap, and we define all company OKRs for the quarter together, with each individual team choosing their own key results.

We have a practice of collecting open feedback and sharing feedback openly. It has created a culture of accountability and mindfulness. To facilitate team bonding and conversation, we rarely cater lunch (with exceptions). Instead, we utilize our large open, fully-stocked kitchen and cook meals together.

One of our company’s core values is "hold each other up." Redwoods are the world’s largest tree, and they intertwine their roots to support each other's growth. We take inspiration from redwoods as we build a powerful community that can support each person’s growth by providing thoughtful feedback, celebrating wins, and investing in the personal development of each individual.

In order to communicate effectively with each other, we’ve established and written down a set of norms for when we communicate.

These norms are especially important to us at Aptible since most of our communication happens over Zoom, Slack or email. Being remote forces us to communicate in a way that working in person may not allow. We often create explanatory collateral rather than simply pulling a co-worker into a meeting room and we’ve developed a culture of permanence and accessibility around documentation that we are confident will be invaluable as we scale. Being remote requires that communication between teammates and teams more broadly is thoughtful and intentional each time.

Whether it's the daily scrum standups (we’re constantly working to streamline and improve the efficacy of these), weekly 1:1’s (where you have free reign to set the agenda with your manager), or our Weekly All-Hands (where we come together as a team to hold ourselves accountable to our goals and enjoy some face time — we call it The Win Column), here are a few of the general practices we promote to ensure positive and effective communication:

• Establish clear goals. The goal doesn’t necessarily need to be a deliverable; it could be “brainstorm,” “get aligned,” etc. — the only requirement is that every participant is clear and agreed on the goal(s).
• Clearly articulate the purpose and desired outcome of the meeting. Distribute the agenda and/or deck, so participants can review in advance.
• Identify and rotate roles. This might mean rotating functional roles — like “MC,” “scribe,” “timekeeper,” etc. It also could mean experimenting with rotating communication roles, like those described in Kantor’s Four Player Model of Communication.
• Be present. Core behaviors include: Participate in meetings, Don’t check Slack, email, etc. Focus your attention on speakers and make appropriate eye-contact.
• Constantly seek to improve meetings to make them more useful. Identify when scheduled/recurring meetings have outlived their purpose and cancel them.

There are many more norms where those came from – including more tips on how we use Slack and Zoom effectively and with empathy. If you’re interested, please reach out and we’d be happy to share our thoughts!

The Aptible Team at our 2018 Offsite in New York City.

We encourage candid feedback throughout the company.

We sit as product teams and there is open communication between all departments within the organization including support, operations, and the product organization. We share key company metrics openly with the entire organization including revenue and run rates, as well as the board deck with all employees on a quarterly basis. We use Slack for team updates and async communication, in-person conversations for decision making and direction, and company all hands for sharing company-wide information and metrics.

We practice a bottom-up culture by embracing candor.

We believe open communication is the key to success, so everyone at Flexport is encouraged to speak with candor. We give everyone a voice and try to make sure those closest to a given problem are the decision-makers. We also believe in regular check-ins between managers and reports. Not only do managers and their direct reports meet one-on-one every week, but we also schedule skip level meetings (where you meet with your manager’s manager) on a monthly cadence.

This works top-down as well. Our CEO Ryan Petersen holds an all-hands meeting once a month to share global company updates. He also actively encourages anyone with a thought or idea to Slack him and leadership directly in our #ask-exec-team Slack channel and slido Q&A sessions at all-hands. We also have an #ask-maker-leaders channel to give everyone a direct line to the product, design, and engineering teams behind each feature and line of code.

A great example of this is when one of our Engineers asked the #ask-exec-team why we have a one year cliff in place for performance-based equity refreshers. They made a compelling argument in the channel to remove the cliff with clear bullet points and articles to back up their reasoning. So compelling in fact, that Ryan approached them about a month or two later thanking them for bringing it up and letting them know that Flexport would remove the cliff vesting requirement (formerly a one-year cliff) for all refresh and promotion grants! No company is perfect, and Flexport recognizes that, but ultimately we believe that maintaining an open communication channel enables individuals to comfortably voice their thoughts and receive the attention required to maximize career growth.

We encourage positive dissension, contrarianism, and toe-stepping.

We share all company data with all employees except for the company’s bank balance. Our bank balance is the only data point you do not need in order to move fast and make decisions that’s best for our users. We believe we can move fast, work on the best ideas, and uniformly move the company forward if all team members are armed with the proper information and everyone is allowed to dissent and step on toes.

In your first week, you will get access to our Chartmogul. In addition to monthly all hands where you get to hear from leadership and ask questions, our CEO and founder, Alamin, will send you a weekly email every Sunday summarizing revenue numbers, user feedback, good news, and bad news from the week. He’ll also share our goals, how close we are to achieving those goals, team highlights, and any other relevant information in these weekly updates.

This way, on Monday, you have the proper context and data to make decisions quickly that puts our customers first.

It's not just "okay" for people to speak up, it's expected.

Everyone's opinion at the company is extremely valuable. We are all here working together to build a company. This means that it is everyone's responsibility to speak up about what they see from their vantage point, and foster an environment where others are able to do so too.

We believe our success as a company depends on our ability to learn and correct ourselves. This necessarily requires us to be proven wrong about our prior understanding and to seek alternate perspectives. This doesn’t make us feel uncomfortable.

Our desire for open communication applies across teams. The engineering and business teams are expected to understand each other and collaborate on a day-to-day basis. We have a weekly team meeting where each person reports on what they’re working on, asks questions of each other, and stays up-to-speed on what’s happening elsewhere in the company. One of the prime advantages of being this small is that everyone can still fit the whole company into their brain at once. It would be a shame if we failed to capitalize on that advantage while we still have it.

We foster an environment where everyone can speak up and engineers can set their team’s tone.

We have regular weekly meetings to address any concerns or issues internally, and a monthly all-hands meeting the first Wednesday of every month. Shannon, our CEO, values transparency and keeping the team informed. During this meeting, she shares business results for the last month, how conversations are going with investors, and provides an overall status update. Then each department (operations, trainer development, and technology) is given air time to discuss any new features or developments. We also open the floor and anyone can speak up about another team member’s accomplishments. At the end of the meeting, we finish with “teammate delight”, which is part of our internal recognition program and rewarded with a day off.

We are super excited to grow our existing team. We are looking forward to finding people who can help set and align the engineering team’s culture with our current culture. Our team prides itself on a collaborative and open communication style, and we firmly believe that our product and users are more important than the code that is written. When we find the right fit, we want new hires to feel comfortable with being open about their strengths and weaknesses. From there, we can build a team around individual needs and capabilities.

Almost everything we do is shared with read and comment access.

We believe the best way to run a remote company is to work asynchronously in the open. We carry the ‘work in the open’ mindset from our codebase to every part of the company. Almost everything we do, from documents to digital whiteboards, is shared with the rest of the company. To better enable asynchronous work, we share our plans and documents early, ask for feedback often, and we write a lot. The practice of documented sharing helps create safety and trust in a distributed team, along with a culture of enablement.

We use tools like Slack, Google Meet, and Tuple to communicate synchronously when needed, and otherwise rely on cloud-native tools like Google Docs and GitHub.

We believe well-informed engineers can make the best decisions.

Open communication and transparency are incredibly important at Wealthfront, both in terms of developer happiness (feeling trusted and included) and productivity (not being blocked by uncertainty). It also enables insight into other business functions and promotes learning and development – another win all around.

At our all-hands meeting, engineers are able (and encouraged) to ask our CEO anything, or pose questions to other members of the team. It’s our belief that keeping engineers well-informed will allow them to make the best decisions possible and be the most productive. That’s why most information is also publicly shared with the company.

In addition, several of our core operating principles relate to how much we value open communication. We “show respect” by being approachable and courteous, following up with people directly instead of going behind their back, and providing constructive feedback. We “disagree and commit,” which encourages employees to voice their concerns or objections early in the process, but once we’ve reached a decision, everybody commits to it. We also openly communicate decisions and feedback by following the "ask, don't assume" principle. Finally, we "demonstrate urgency," which explicitly emphasizes keeping all relevant parties informed about projects and decisions.

Trust and communication are paramount for small startups.

At Hatch, we’ve made sure to keep everyone in the loop without overwhelming them with meetings. For example, everyone at Hatch is encouraged to write up relevant meeting notes to a common [email protected] email group, which anyone can peruse asynchronously. We also foster a culture of transparency where coworkers feel empowered to bring up questions about company or product strategy, which happens in weekly sprint planning sessions, twice a week at company-wide syncs, and in our Slack channels.

As a startup, we value thoughtful participation in tough conversations and welcome hard questions, whether it’s about misalignments on the roadmap, or ambiguity with company goals.

The events of COVID-19 have prompted all of us at Hatch to rely on the common trust we’ve built in each other – to be open and honest through video chat, Slack, and email. (Part of good communication requires a good at-home work environment: we expanded our benefits program so all employees could purchase important ergonomic equipment.) We are impacted by the coronavirus pandemic and in an effort to support, inform, and stay connected to each other, we’ve created dedicated (but separate) Slack channels for updates and discussions around COVID. In addition, all managers are asked to check in on their reports about their overall well being, and not focus solely on “talking shop” during these difficult times.

We firmly believe that with our mission and products, we are in a unique position to truly impact the lives of those who have been affected by COVID-19, and our priority is to make sure that all Hatch team members can focus on that mission without worry.

We have an open door policy that’s pretty literal.

Our conversations are out in the open and the one large conference room we have has walls made of glass. There are no secret meetings and people tend to take meetings in open spaces. Once a month, we also have a more formal demo day where the company meets and anyone can share anything they want to with the rest of the company. We prioritize strong communication from the very beginning with how we hire. If you’re interested in joining our team, you should be personable and be able to socialize with all different types of people and personalities. Building strong relationships at the workplace depends on how everyone having emotional intelligence, being articulate when expressing their feelings and opinions, and constantly being open to feedback.

We believe transparency is the key to our moving in the same direction together.

Brex has a transparent written culture (or memo culture), which makes it easy to learn about various parts of the business at any time. We document everything – company-wide strategy, OKRs, key metrics – in Google docs and share them internally. We’re even transparent about our compensation structure and encourage interested applicants to understand our approach before deciding to apply.

Once you join Brex, you’ll see that communication styles vary across teams. We give individual teams a lot of flexibility to determine what communication style works best for them and the individuals who compose the team. While we had always planned on becoming a remote-first and international company, COVID-19 helped push that agenda. We will continue to be remote-first post-COVID and improve our communication culture to accommodate our growing company.

Today, two of our favorite communication practices include our regular Q&A’s with the leadership team (where you can ask about anything you may want to learn more about) and weekly emails from our founders. Each week, our founders send a weekly email to the entire company about major updates, decisions, and the why behind them. Here are two great examples from Pedro around why a growth mindset is so important to him and how to increase the quality of our decisions. Let us know what you think!