🧭 Koidra employees live and breathe these core principles. They are our compass pointing us in the right direction, and should be consulted for every decision. We apply them every day, in every situation.

1**. Transparency**

Koiers are open and honest with each other, with our clients, and with ourselves. We use this culture of transparency to improve when things go wrong and to reinforce when things go right. Koiers come together and support each other when a roadblock or challenge arises; we can’t give or receive that support if challenges are hidden or covered up.

<aside> ❓ Ask yourself:

  1. Does my communication leave no room for misinterpretation?
  2. Am I sharing in a way that my coworkers and clients can see the whole picture?
  3. When a challenge arises, am I immediately alerting team members that can help or support, or am I sitting on this information?

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2. Ownership

Koiers are owners. They act on behalf of the entire company, beyond just their assigned duties. Owners ignore boundaries between jobs and departments if necessary to complete their projects. In this spirit, Koiers leave everything they touch (projects, tasks, processes, etc.) better than how they found it.

Owners will manage every dependency and won’t make excuses if something goes wrong. They never say ‟that's not my job”. Being a member on a project with coworkers means not only working on your assigned task but also working to encourage task completion from all members.

<aside> ❓ Ask yourself:

  1. Am I doing all that I can to support the success of my team and my projects?
  2. When noticing a problem or inefficiency, how can I contribute to finding a solution?

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3. Customer Obsession

Start with the customer and work backwards. Each of us must always understand our customers, either external (clients) or internal (whoever need our results for their own success). We always think customers first and work vigorously to earn and keep their trust. Koiers always work to anticipate and satisfy the needs of the customer, and that begins with understanding their pain points and their motivations. Then we implement solutions as quickly as possible, sometimes before a problem even arises.

<aside> ❓ Ask yourself:

  1. What is most important to my customers, and how can I meet this need?
  2. Are there inefficiencies that I can improve upon for my customers?

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4. Start Simple and Continuously Improve

It’s better to start simple and continuously improve than to trying to implement a perfect solution (which never exists) at first try. Excellence is not created by a single attempt, excellence is the product of consistent improvement over time. Koiers know how to get started, how to improve, and how to keep progress rolling.

Kaizen - Wikipedia

This principle is also called Kaizen , a Japanese word for Improvement. Kaizen was first practiced in Japanese businesses after World War II, influenced in part by American business and quality-management teachers, and most notably as part of The Toyota Way. It has since spread throughout the world and has been applied to environments outside business and productivity.

<aside> ❓ Ask yourself:

  1. Do you understand what we have already built and what we currently lack, and improve from there?
  2. Do you iterate in your problem solving? Do you create opportunities for early feedback?

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5. Bias for Action

Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking. Often, people get caught up in “analysis paralysis,” meaning that they spend too much time planning and do not take action quickly enough. Koiers do not always need to be 100% sure to make a decision. When we are 80% certain and have a strong business judgment, it is better to decide now with limited information rather than wait another nine months.

<aside> ❓ Ask yourself:

  1. Do you find yourself frequently fall into overthinking rabbit hole when trying to solve a problem?
  2. Are you a more planning-oriented person or the one who develop things in an iterative fashion?

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6. Disagree and Commit

Koiers are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Koiers do not compromise for the sake of social cohesion. It is their moral code to point out what they truly feel is the best path forward, and why they think so.

Koiers also know this course of debate must be swift because action must be taken. Once the decision is named they must fully commit, even if they are still in disagreement. Progress will come from trust in our coworkers’ opinions, a united front, and consistent forward movement.

<aside> ❓ Ask yourself:

  1. Are you shy of raising your voice out of the fear that your genuine feedback maybe discarded or criticized?
  2. Do you frequently disagree with a positive intent, to help the company move in the positive direction? Is your disagreement actionable?
  3. Will you be okay with setting your ego aside for the greater good of the company, and agree that forward movement is more important than doing things your way?

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Feedback Guidelines

7. Don’t Repeat Yourself (DRY)

DRY is a powerful principle in business, although it originates from programming. Koiers push relentlessly toward automation. They are obsessed with learning and doing new things everyday. They do so by automating the repetitive processes or information as much as possible.

<aside> ❓ Ask yourself:

  1. Do you find your work repetitive? Are you bored because of that?
  2. Are you frustrated when receiving conflicting information from multiple sources?
  3. Do you frequently get frustrated not knowing where to find the right information?

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8**. Have a Growth Mindset**

Koiers adopt a growth mindset; we believe our talents and abilities grow when we tackle challenges. We don’t see failure as anything more than lessons to launch ourselves to a higher level when the next opportunity arrives. In this way, challenges are extremely valuable to Koiers. Feeling uncomfortable with what you are doing, and working through those feelings, is how you grow. In this way, our Growth Mindset principle is woven into our Bias for Action principle and Start Simple and Improve principle.

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