How We Communicate
Communcation is key, and this is the guide on how we do it
We believe that text-based communication is easy to misunderstand each other, especially in a remote working. Once something is written and sent, tone, intent, or context is hard. And over time, that turns into unnecessary overhead.
So we're deliberate about what we say where.
Slack
Our daily conversations and huddles happen on Slack. But Slack is a real-time communication channel. So, nobody is expected to follow every link or message as it comes in. Public channels are primary. Avoid to DM people unless it's absolutely necessary.
Linear
We use Linear to manage our projects and tasks. If you have an idea, a suggestion, or a project you think should happen, open it in Linear directly. Every project needs an owner and a due date.
This is how we keep important work from getting lost in Slack.
Google Workspace
All business operational processes live inside of Google's ecosystem. Documents, calendar, mail, and reporting are all here. If you want something on record, put it in shared Google Drive. Avoid to create new sharing documents on Notion or any other platform. Do not setup your custom email provider with third-party tools, use Google Workspace on your favorite browser instead.
How we get help
If you don't know something, just ask; there are no stupid questions. Its totally normal to not know something. Nobody will judge you for that. . That's what #help channel on Slack is for. You can always nudge someone to get help when needed. (No one is excepted)
Example:
- "Why our mascot is hotdog?"
- "Why our primary color is purple?"
- "How to create a view in a project in Linear?"
- "How can I login to Google Workspace?"
The Mitdenken
We embrace the German concept of "Mitdenken", thinking along with the whole, not just your own task. Understanding why decisions are made, spotting problems before they happen, and taking initiative when you see an opportunity. This is the foundation of our company culture.
Example:
- "Why did we decide to build a new feature?"
- "How can we improve the onboarding process?"
- "What are the key metrics we should be tracking?"
How we give feedback
Feedback is about the work, not the person, keep that in mind when giving it and receiving it.
Example:
- "I think you should do X. Because of Y, and Z. What do you think?"
- "Have you ever thought about Y? I think it's a good idea to do X."