We make wise decisions despite ambiguity. We identify root causes, and get beyond treating symptoms. We think strategically, and articulate what we are, and are not, trying to do. We separate what must be done now, and what can be improved later.
We listen well, instead of reacting fast, so we can better understand. We are concise and articulate in speech and writing. We treat people with respect independent of their status or disagreement with us. We maintain calm poise in stressful situations.
We accomplish amazing amounts of important work. We demonstrate consistently strong performance so colleagues can rely upon us. We focus on great results rather than on process. We exhibit bias-to-action, and avoid analysis-paralysis.
We learn rapidly and eagerly. We seek to understand our strategy, market, customers, and suppliers. We are broadly knowledgeable about business, technology and entertainment. We contribute effectively outside of our specialties.
We re-conceptualize issues to discover practical solutions to hard problems. We challenge prevailing assumptions when warranted, and suggest better approaches. We create new ideas that prove useful. We keep ourselves nimble by minimizing complexity and finding time to simplify.
We say what we think even if it is controversial. We make tough decisions without agonizing. We take smart risks. We question actions inconsistent with our values.
We inspire others with our thirst for excellence. We care intensely about Metova’s success. We celebrate wins. We are tenacious.
We are known for candor and directness. We are non-political when we disagree with others. We only say things about fellow employees we would say to their face. We are quick to admit mistakes.
We seek what is best for Metova, rather than best for ourself or our team. We are ego-less when searching for the best ideas. We make time to help colleagues. We share information openly and proactively.
Our model is to increase employee freedom as we grow rather than limit it, to continue to attract and nourish innovative people, so that we have better chance of sustained success. With the right people, instead of a culture of process adherence, we have a culture of creativity and self-discipline, freedom and responsibility.
Responsible People THRIVE on freedom, and are WORTHY of freedom.
Provide the insight and understanding to enable sound decisions.
Link to company/functional goals
Relative priority (how important/how time sensitive)
– Critical (needs to happen now)
– Nice to have (when you can get to it)
Level of precision & refinement
– No errors (credit card handling, etc…), or…
– Pretty good / can correct errors (website), or…
– Rough (experimental)
Key metrics / definition of success
Control can be important in emergency (no time to take long-term capacity-building view)
Control can be important when someone is still learning their area (it takes time to pick up the necessary context)
Control can be important when you have the wrong person in a role (temporarily, no doubt)
The effectiveness of our highly aligned, loosely coupled teamwork depends on high performance people and good context. Our goal is to be:
One outstanding employee gets more done and costs less than two adequate employees. We endeavor to have only outstanding employees. We therefore pay top of market for each outstanding person. Regardless of company performance, we will still pay you the market rate.
We have no fixed budgets for compensation, and do not consider your existing salary when determining your value. Compensation is not dependent on Metova’s success, either. Your compensation may move up quickly if there is great demand for your skills. It may stay flat over time if the market has not changed. Regardless, we pay top of market for you.
While the traditional model leads people to believe a big raise is indicative of their past performance, it does not take into account outside factors, such as what other companies are paying. Your individual success, though, does influence your market value, so your performance remains a big factor in determining compensation.
It is a healthy idea, not a traitorous one, to understand what other companies would pay you. One way to do this is to interview with other firms. Another is to speak to peers at other companies. Be mindful of confidential company information when speaking to other companies, and discuss your compensation findings with your manager.
Metova does not believe in vesting or deferred compensation. We do not own you, so we do not try to own you through vesting or deferred compensation. Your compensation is always fully vested.
Your manager is responsible for creating a great place to work, and that includes paying top of market. You are free to leave us at any time, without penalty, but most people stay. You should stay because you are passionate about your work and well paid, not because of a deferred compensation system.
In some time periods, in some groups, there will be lots of opportunity and growth at Metova. Some people, through both luck and talent, will have extraordinary career growth.
In some times, in some groups, there may not be enough growth opportunity for everyone. In which case we should celebrate someone leaving Metova for a bigger job that we didn’t have available to offer them (if that is what the person prefers).
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 with a director.
PERSON HAS TO BE A SUPERSTAR IN CURRENT ROLE
Could get the next level job here if applying from outside and we knew their talents well. Could get the next level job at peer firm that knew their talents well.
PERSON IS AN EXTRAORDINARY ROLE MODEL OF OUR CULTURE
If a manager would promote to prevent an employee from leaving, the manager should promote now instead of waiting.
We develop people by giving them the opportunity to develop themselves, by surrounding them with stunning colleagues and giving them big challenges to work on.
We want people to manage their own career growth and not rely on a corporation for “planning” their careers.