远程、协作与绩效 Remote, Collaboration and Performance

远程

We believe in granting employees freedom, as long as they meet their output and deadlines.
Work in pajamas today, code at a café tomorrow, or close deals in Xishuangbanna the day after.
Stay up late obsessing over the stock market or crypto trends—it’s your call.
We don’t monitor your home office with cameras, force you to clock in, or install tracking software on your work computer.
This freedom comes with the expectation that employees adhere to their full-time employment agreement—no freelancing or side gigs (explicitly prohibited in our contracts).
Our approach is unconventional, even risky in traditional management terms. But freedom and responsibility go hand in hand.
We trust you to honor your commitments, deliver results, and safeguard the company’s interests. Beyond that—your personal life and choices? You’re an adult, not a child, and we’re not here to parent you.
However, integrity and ethical standards are non-negotiable. Cross those lines, and consequences will be swift and uncompromising.

The problem isn’t meetings themselves—it’s inefficient meetings.
Remote work requires clear communication, and regular meetings are essential to provide context that text or code can’t fully convey. But meetings must follow these principles:
Limit attendees. No more than 5 people per meeting. Smaller groups foster stronger connections.
Relevant participants only. Invite only those directly connected to the issue.
Clear purpose. Meetings should only happen when there’s a defined goal. If no actionable outcomes emerge, the meeting was a waste.
Keep it short. Meetings should last 15-30 minutes max. Use timers to keep participants concise. Prolonged meetings drain focus and effectiveness.
For teams of fewer than 5 members, daily standups should be organized by the team leader. If there’s no designated leader, appoint one to manage the standups.
For larger teams, break into smaller sub-teams of up to 5 people, each with its own organizer. Use automation tools to create recurring issues for regular meetings, ensuring it integrates seamlessly into work processes.

We don’t do “performance reviews.”
Instead, we have quarterly evaluations and periodic level adjustments, both taken seriously.
Evaluations aren’t about fear; they’re about clarity and growth. In a great team, you learn more, improve faster, and genuinely enjoy your work.
Performance evaluations assess your overall contribution over a given period. Results influence your career trajectory: maintain level, promotion, or termination.
If expectations aren’t met, managers provide specific feedback and ample time for improvement.
Feedback should be direct, constructive, and transparent—never behind someone’s back. Every critique is an opportunity for progress.
Managers must clearly communicate expectations:
What is acceptable?
What is outstanding?
Good performance leads to potential level promotions, base salary increases, and additional ESOP. This is tangible value, not just words.
Our system isn’t about “performance reviews” but a dynamic, fair way to align contributions with rewards and ensure organizational self-correction.

We don’t have a rigidly defined culture, but if we had to describe it in one word: pragmatic.
Financial incentives have limits. Even the most generous paychecks only motivate for so long.
What truly keeps people at a company is the intrinsic value of the work they do—the sense that their efforts matter and make a difference.
Vision matters too. To put it dramatically: “Does the world feel different because of this company and the work you do?”
This sense of purpose often outweighs money. It’s about the fulfillment that comes from creating something meaningful.