Bluebash: The Winning Sports Team

• Honest, Productive Feedback

At Bluebash, positive and constructive feedback is a daily practice rather than a yearly event. It can be challenging to provide or receive meaningful feedback, but like any new habit, it becomes easier with time and experience. We support individuals in learning how to give and accept feedback through coaching and exemplifying the behaviors we wish to see throughout the company. It takes courage and humility to ask someone how you could improve or to share feedback with a colleague. Trust and positive intent are essential, which is why we focus on building strong professional relationships. This level of openness can be particularly tough for new hires, those from cultures less accustomed to direct feedback, and when there is a power imbalance. Nonetheless, it is crucial for our growth as individuals and as a company, which in turn drives our dream team.

• Dream Team

A dream team consists of colleagues who excel in their roles and collaborate efficiently. Our concept of a great workplace isn't defined by exceptional perks, even though we offer many. Instead, it revolves around cultivating a dream team of skilled individuals who are motivated to achieve ambitious collective goals. We promote teamwork, transparency, and minimize politics within our dream team. We align ourselves more with a professional sports team than a family. While families are about unconditional love, a dream team focuses on pushing oneself to be the best teammate possible, showing dedication to the team, and understanding that team membership may not be permanent. Dream teams prioritize performance over seniority or tenure. Managers have the responsibility to ensure each team member excels in their role, works well with others, and is provided with opportunities for growth. Frequent communication between managers and team members is key to preventing surprises. We encourage employees to discuss their intentions with their manager by asking, "How hard would you work to change my mind if I were considering leaving?" Dream teams may not suit everyone. Some individuals prefer companies that emphasize stability and seniority, with less focus on performance management. Our approach is best suited for those who value excellence and the opportunities it offers.

• Freedom and Responsibility

In some companies, people may overlook trash on the floor, leaving it for someone else to handle. In others, employees instinctively pick it up as they would at home. We strive to foster a culture where everyone takes responsibility for improving our environment. Picking up trash serves as a metaphor for addressing issues, big and small, rather than assuming "that's someone else's job." Instilling a sense of ownership naturally encourages this behavior.

Our aim is to inspire rather than micromanage our teams. We want our employees to prioritize what's best for Bluebash, which nurtures responsibility, accountability, and self-discipline that drives us to excel. The goal isn't just freedom but cultivating a strong sense of dedication to Bluebash so that people act in the company's best interest.

In some organizations, an excessive focus on process stifles freedom. While these organizations may not have started this way, they tightened their processes each time something went wrong. Initially, many companies have a balance of freedom and responsibility when they're small and everyone knows each other. As they expand, however, businesses can become more complex, leading to a decline in passion and talent. We strive to uphold employee excellence while keeping our business as simple as possible as we grow. We aim to cultivate a workforce of self-disciplined, accountable individuals who proactively resolve problems.

Over time, some employees have misused their freedom in unfortunate ways. Nevertheless, we avoid overreacting to these instances. Just because a few individuals abuse their freedom doesn't mean the majority of our employees are undeserving of trust.

Some processes aim to boost productivity rather than simply prevent errors. One effective process we follow is structured, scheduled meetings. We create agendas in advance, determining what requires real-time discussion versus what can be handled asynchronously. These meetings help us learn from one another and achieve more, focusing on progress rather than avoiding mistakes or approving tactical decisions.

• Disagree Then Commit

When an employee has a differing opinion on a significant unresolved matter, they should express their perspective, preferably both in person and in writing. Open discussions help clarify various viewpoints, and succinctly outlining key issues allows individuals to consider the best course of action. This approach also promotes open and widespread sharing of opinions. The designated decision-maker should actively seek out, understand, and evaluate different perspectives, even if they disagree. Once a decision is made, everyone, including those who held opposing views, should fully support the outcome and work towards making it as successful as possible.

• Context not Control

We aim to strengthen decision-making abilities throughout our organization. We take pride in the limited number of decisions made by our senior managers. However, this doesn't mean we practice hands-off management. Leaders serve as coaches, providing context, offering advice and feedback, and staying well-informed about their team's work. Instead of micromanaging minor decisions, leaders delve into the specifics of various projects.
We also find that fewer layers of management enhance our agility. Our "context not control" approach is most effective when leaders manage many direct reports, allowing each employee enough independence to excel. There are exceptions to our "context not control" approach. These include urgent situations where there is no time to provide and share context, new team members who haven't yet gained enough context to be confident, situations where the wrong person is temporarily in a decision-making role, and cases where a clear ethical or compliance violation must be addressed.

• Ethical Expectations

In addition to being straightforward in our daily exchanges, we uphold honorable conduct even when unobserved.
andle a wealth of commercially sensitive information that we aim to keep private. We trust all employees to safeguard confidential company information, regardless of whether it's explicitly labeled as "confidential."