# [Company Name] Culture Code

> This document describes how we work, what we value, and what it's like to be here. It's meant to be honest — which means it will attract some people and repel others. Both outcomes are correct.

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## Who We Are

[2–3 sentences: what you do, who you serve, what would be lost if you disappeared.]

**Our mission:** [One sentence. Present tense. Specific enough to be wrong.]

**Our vision:** [Where we'll be in 5–10 years. Specific enough to debate.]

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## What We Value

*Values are behaviors, not adjectives. Each one has a "this is what it looks like" and a "this is what it doesn't look like."*

### [Value 1]

**What this means:** [Behavioral anchor — what someone does when they live this value]

**What this doesn't mean:** [The misconception or violation to guard against]

**Example:** [A real story of this value in action at your company]

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### [Value 2]

**What this means:** [Behavioral anchor]

**What this doesn't mean:** [The misconception or violation]

**Example:** [Real story]

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### [Value 3]

**What this means:** [Behavioral anchor]

**What this doesn't mean:** [The misconception or violation]

**Example:** [Real story]

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*(Repeat for each value. 3–5 total. Never more than 5.)*

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## Who Thrives Here

*These are specific, observable behaviors — not personality traits or adjectives.*

- You raise problems early, not after they've grown. You don't complain privately and stay silent publicly.
- You own decisions even when the outcome isn't what you expected.
- You say "I don't know" instead of bluffing. Then you find out.
- You give direct feedback to the person who needs to hear it, not to everyone else.
- You make things better, not just done. You notice what's broken and fix it even when it's not your job.
- [Add 2–3 specific to your company]

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## Who Doesn't Thrive Here

*This is the most useful section. Read it carefully.*

- People who need clear instructions before taking action. We provide context; you figure out the path.
- People who optimize for credit over outcomes. We care what got done, not who gets the headline.
- People who treat bad news as a liability. Here, hiding problems is the problem.
- People who need consensus before every decision. We move faster than that.
- [Add 2–3 specific to your company — be honest]

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## How We Make Decisions

**Decision types:**
- **Reversible, small scope:** Make it yourself. Don't ask. Tell us what you decided.
- **Reversible, larger scope:** Tell relevant people, move forward unless you hear an objection within 24 hours.
- **Irreversible or high-stakes:** Bring the right people into the room. Write it down. Decide together.

**Default:** Bias toward action. A good decision made fast beats a perfect decision made slow.

**Who decides:** The person closest to the problem, with the most context. Not the most senior person in the room.

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## How We Communicate

**Default to async.** Most things don't need a meeting. If it can be written, write it.

**Meetings that happen:** [List your recurring meetings and what they're for]

**Meetings that don't happen:** Status updates (use tools), information sharing (write a doc), decisions that one person could make.

**How we give feedback:** Direct, specific, timely. "That report was late and incomplete" not "you should think about your time management." We give feedback to help, not to vent.

**How we share bad news:** Within 24 hours of knowing. To the person who needs to know. Not softened to the point of unclear.

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## How We Grow People

**We invest in people who invest in themselves.** We provide [budget, learning days, access — be specific]. We don't require you to use them.

**Promotions:** Based on impact already demonstrated, not time served. You're promoted when you're already doing the job you want.

**Performance feedback:** [How often, what format, who delivers it]

**When things aren't working:** We have direct conversations early. We don't let problems simmer for quarterly reviews.

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## What We Expect of Leaders

Leaders here are multipliers, not heroes. Your job is to make your team better.

- You share context, not just instructions. Your team should be able to make decisions you'd make when you're not there.
- You give credit visibly and take accountability privately.
- You have hard conversations before they become unavoidable.
- You model the culture. If you don't live the values, neither will your team.
- You develop people, including ones who will outgrow their role here.

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## The Fine Print

This document is descriptive, not aspirational. It describes how we operate today, with the intent to keep improving.

We update this annually. When the update happens, we'll tell you what changed and why.

*Last updated: [Date] | Version: [X.X]*
