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我们其实没有什么非常具象的文化，要说真的有，那我就只说一个词：务实。
薪资的激励是有限的，哪怕给了很慷慨的报酬，打了一次鸡血很快就被耗尽。
真正吸引人长期在一家公司工作的，还是工作本身带来的价值感。
还有公司的愿景也重要，装逼点说，就是「这个世界有没有这家公司和你做的事，是否会不一样」。
这种成就感有时候真的和钱关系不大。
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Remote
We don't want to impose any prioritize output and deadlines over constraints on our employees other than their output and deadline.
He could be working in his pyjamas one day, submitting code in a coffee shop the next, and speaking with a client about a quote in Xishuangbanna the next.
He could also be engrossed in the stock and crypto asset markets in the United States and unable to stop himself from watching the market late into the night.
You simply have no control over that.
We don't have cameras in our employees' offices, and we don't use any punching tools to force them to work from home, nor do we install any monitoring software on their office computers.
This means that if an employee takes on outside outsourcing and part-time work (which is explicitly prohibited in our labor contracts and immediately dismissed upon discovery), we also first choose to trust that the employee will voluntarily abide by the contractual spirit of this full-time job unless there is more evidence that he is violating the guidelines.
When you think about it, our laissez-faire approach to business management is insane.
However, freedom entails responsibility.
We choose to trust our employees because we believe they will give their all to their work, based on professional ethics and the common good.
What will we not budge on? "Protecting the company's interests, delivering output results on time, and keeping our commitments."
Personal life preferences, investments... well, you're an adult, and we're not parents.
It is especially important to produce genuine work.
We will draw some necessary red lines, particularly in terms of integrity and ethics, and will not be lenient in dealing with them once they have been crossed.
Meetings
"No one likes meetings," or, more precisely, "no one likes inefficient meetings."
Because you can't meet in person and words and code can't convey the full context, regular meetings are required for remote work.
Meetings, on the other hand, should do the following.
Keep meetings to a maximum of five people, and the smaller the group, the better the connection.
The better the connectivity, the smaller the group. Only those who have a connection to the context of an issue should open; those who have nothing to do with it should not.
Before beginning, the group should have clear expectations for the meeting; if the desired outcome is not obtained, the meeting is equivalent to beginning in vain.
Even if it is a regular meeting, there should be a clear expectation before the meeting, and the problem should be pointed out during the meeting.
Keep the meeting to 15 minutes or less if possible, and no more than 30 minutes if possible, and use an alarm clock or timer to pinch the clock and control how long each person speaks. After 30 minutes, effectiveness and attention begin to wane significantly.
If a group has fewer than five members, it is obvious that the group leader should organize the daily stand-up meeting.
If a group is larger than 5 people, demolition, work in a smaller group of people to form a meeting team of 5 people, and choose someone to organize the daily stand meeting.
If a group is smaller than 5 people and there is no group leader, at least one person from the group meeting is chosen to organize the daily meeting.
Set automation issues for the group participants' regular meetings, as this is part of their job.
Performance
We don't have any Performance Bonus.
We do, however, have Q-cycle performance ratings and rank adjustments on occasion.
Performance evaluations counts.
We are not a mob, and performance ratings are not used to instill fear.
When you work in a good team, you learn more, perform better, improve faster, and have more fun at work.
A rating is a decision based on an individual's overall expected contribution over time.
The sum of multiple evaluation test results will have a direct impact on the grade rating, which has only three outcomes: equal, promotion, or dismissal.
When ratings are not met, supervisors should be honest about the reasons why and give enough time for improvement.
Discuss in person, never behind closed doors. Every time you openly and honestly point out a problem, it is an opportunity to improve.
The supervisor should fully inform the group of his expectations, what is acceptable and what is excellent.
Every piece of feedback is given in good heart.
Good performance not only opens the door to promotion and base advancement, but also to additional ESOPs (real money).
This is a dynamic self-correction of the organization, as well as a relatively reasonable treatment and evaluation of each individual, rather than performance.
Culture
We don't have a very tangible culture, and if I had to describe it in one word, it would be pragmatic.
Salary is a limited incentive, and even if you give a very generous compensation, the chicken blood is quickly depleted after one hit.
What has long attracted people to work in a company is the sense of value provided by the work itself.
There is also the company's vision, which is important. A pretentious point to say is "the world does not have this company, and you do things, whether it will be different."
This sense of accomplishment does not always have anything to do with money.
They have the freedom to work in whatever environment they choose, but we trust them to maintain the professional ethics and standards outlined in their contracts.
We also trust they will deliver high-quality work, and won't budge on protecting the company's interests and keeping commitments.
Meetings are necessary for remote work, but we keep them efficient and focused on clear outcomes.
Performance
We believe good team dynamics result in quicker learning and better performance.
Performance ratings are based on overall expected contribution over time, and if employees fail to meet expectations, supervisors honestly discuss the reasons behind it and give them a chance to improve.
Positive feedback is given with good intentions, and good performance can lead to promotions, advancement, and additional ESOPs.
Culture
Our culture is pragmatic, focused on providing value and a sense of accomplishment to our employees.
We prioritize the company's vision and values over monetary incentives.