8 The driving force behind our for-impact culture is to get REMARKABLE results for our patients.
9 WHY CARE ABOUT CULTURE?
10 Culture IS strategy. Jim Collins
11 Great teams bring the same entrepreneurial energy to improving their culture as they do to improving their product.
12 We want to build the best global health organization in the world.
13 To do that, we need a culture where remarkable people produce remarkable results. People & results. That s what makes a great organization people love and invest in.
14 Here are the 10 PRINCIPLES that drive our for-impact culture.
15 POSSIBLE S FOR-IMPACT CULTURE CODE 1. We put our patients first. 2. We embrace challenge with grit. 3. We treat efficiency as a moral must. 4. We think big. 5. We build simple. 6. We challenge conventional thinking. 7. We realize great design creates dignity. 8. We are transparent until it hurts. 9. We balance professional intensity with personal support. 10. We believe everything is impossible, until it isn t.
16 1 We put our patients first.
17 Our #1 rule: SOLVE FOR THE PATIENT.
18 In every patient, we aim to see the possibilities we see in those we love.
19 The dignity and opportunity of our patients are far more important than our own egos or who gets credit. Favor the patient s interest above the team s. Favor the team s interest above your own.
20 2 We embrace challenge with grit.
21 We are obligated to the battle, but not entitled to its fruits. Bhagavad Gita
22 If building effective healthcare systems for the poor were easy, everyone would do it. We do this work PRECISELY because it is labeled as impossible by many.
23 We expect failure and tremendous degrees of adversity. GRIT is what we deploy to get remarkable results anyway.
24 DEF: GRIT Indomitable spirit; passion and perseverance for long-term goals
25 The only thing that I see that is distinctly different about me is I m not afraid to die on a treadmill. I will not be outworked, period. You might have more talent than me, you might be smarter than me, you might be sexier than me, you might be all of those things--you got it on me in nine categories. But if we get on the treadmill together, there s two things: You re getting off first, or I m going to die. It s really that simple. Will Smith
26 We seek out people with grit because we are building a FORMIDABLE team.
27 DEF: FORMIDABLE The kind of team who seems like they ll get what they want, regardless of whatever obstacles are in the way. *h/t to Paul Graham for this definition
28 3 We treat efficiency as a moral must.
29 When your outcome is impact, TIME is a terrible thing to waste.
30 And when you re working in the world s most challenging environments under constant uncertainty, the way to maximize learning is to minimize the time to try things.
31 It s everyone s job to turn time into resources and possibility for our patients.
32 We are obsessed with using simple tools to shrink the time we spend on work about work. There is a CRITICAL and constant push towards making our individual and team workflows as efficient as possible.
33 4 We think big.
34 Lions can catch, kill, and eat mice, but they will die doing so because it s a calorie negative endeavor. So instead they hunt antelopes.
35 Like lions, we can t afford to hunt mice. Nearly 1 billion people around the world lack access to high-quality health care.
36 Thinking BIG is balanced by focused execution.
37 Spreading resources thin to appear big is enticing and common in impact work. But it s dishonest and leads to low-quality impact.
38 Instead, we set goals that are big enough to matter and small enough to achieve.
39 5 We build simple.
40 Complexity is easy. Simplicity is hard. People ignore complexity. People enjoy simplicity. Complexity makes work feel like a burden. Simplicity makes work feel like progress.
41 Our goal is to minimize complexity as we grow. That is really hard to do.
42 But otherwise, complexity and bureaucracy flourish, great people leave, and results suffer.
43 6 We challenge conventional thinking.
44 Most conventional wisdom says the poor can t have high-quality, low-cost health care.
45 When confronted with that wisdom, we should always ask: Is this the beginning of a conversation about getting health care to the poor or the end of one? Dr. Paul Farmer
46 When challenging convention: Don t be angry. Don t be arrogant. DO demand data to justify conventional wisdom.
47 If data doesn t exist, solve for the patient and prove possibility with data. It s our job to solve for THE PATIENT and win debates with data not create enemies based on opinion.
48 7 We realize great design creates dignity.
49 Everything we build, from a hospital to a business card, has real implications for the DIGNITY of our patients and the effectiveness of our impact.
50 Great design isn t a luxury it s a powerful and real priority in everything we do.
51 Design isn t just the way something looks. It s the whole thing, the way something actually works, on so many different levels. Ultimately, of course, design defines so much of our experience. I think there s a profound and enduring beauty in simplicity, in clarity, in efficiency. It s about bringing order to complexity. Jonathan Ives
52 8 We are transparent until it hurts.
53 Sunlight is the best disinfectant. Louis Brandeis
54 At the core, we believe in transparency because it s an accountability guarantee against our own human frailties.
55 We believe it s most important to be TRANSPARENT about our impact data, finances and failures.
56 We also work to build in transparency as a default state in our systems. A few examples:
57 We publish quarterly impact reports openly covering all areas of the organization. We use Asana so team members can see everything happening across the organization. Our strategy, areas of responsibility, milestones, and board minutes are open within the team.
58 9 We balance professional intensity with personal support.
59 We re a team, not a family. We hire, develop and cut smartly so we have stars in every position. Netflix
60 Solving one of the world s most challenging problems requires intense commitment. We are supportive AND intense. But when push comes to shove, we are intense.
61 Yet our leaders constantly remind themselves to be professionally uncompromising and personally supportive. We only select leaders who are givers people who are always looking to add value to their teammates lives inside and outside of work.
62 A few ways we are personally supportive:
63 We use our networks to find world-class mentors for team members. We use a reciprocity listserve so anyone can ask for support inside or outside of work. We let people own their 1 on 1 meetings with their managers so they can cover their needs.
64 We believe everything is impossible, until it isn t.
65 We go to work every day determined to create a better world to expand humanity s belief about what s possible.
66 Hope is the belief in the plausibility of the possible as opposed to the necessity of the probable. Maimonides
67 In our team, HOPE isn t a fluffy, soft, or naïve concept.
68 We believe in a hard-edged hope one created when possibility is earned through execution against all odds.
69 Do we sound like your kind of people?
70 Join us to prove possibility.
71 Want to share something with us?
72 Thanks to the many exceptional teams and individuals who influence our evolving for-impact culture. We recommend reading their work for more insights. asana.com hubspot.com netflix.com managementcenter.org pih.org forimpact.org
73 CONTACT US OUR OFFICES USA 17 W. 17th Street, 7th Floor New York, NY NEPAL Badelgada, Ridikot-2 Achham, Nepal GENERAL INQUIRIES DONATIONS PRESS
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