Integrity

Integrity is the core tenet we strive to achieve in our enterprises. It is a broad trait widely applicable to all walks of life and business. We value integrity in all our pursuits - moral, intellectual, personal and corporate kind alike. Integrity is at its heart a resolve to remain faithful to values in times of uncertainty.

Integrity builds trust in each other and ourselves. Knowing that we, our morals, our technology and processes can remain strong in the presence of adversity lends trust to the notion that we can endure, and it builds perpetually to strengthen the bond between people, and the enthusiasm towards to our profession.

We need to nurture a culture where people do right by themselves as well as each other. This means establishing and nurturing trust in each other, being open in conversation and our intent. Knowing the person on your figurative right will always have your back, and you theirs. This moral structure where people are seen as people, and respected as such, lends strength to the overall integrity of the whole. We are all a part of the same living enitity, and each part must be valued as the vital component it is. We achieve integrity by being true to ourselves and each other, and our values, and by doing what we say that we will.

Kindness

Kindness in human interaction is not a zero sum game. There is an abundance of good will to give and recieve in this world, but we all must contribute to it. There is no reason to not be a part of this positive force.

There is a great deal of strength in kindness - it takes courage and dicipline to set aside pettiness and excercise kindness when tempted otherwise. When defaulting to this mindset, not judging on external appearances, not making hasted conclusions, we build the tolerance between each other that enables a truly productive environment. Here, people can be people with all their faults and flaws and strengths.

Be kind to all, assume good things of others and good things will be reciprocated.

Pragmatism

Pragmatism is the promise of doing what needs to be done regardless of ones feelings about it. Being grounded in practicality and determining first principles, regardless of its undesirability or lack of prestige, we can do great work. We know that great work is done silently, consistently and with perserverance.

Sendex belives in dedicating ourselves to work that matters. To do this we need to be firmly grounded in reality and do what needs to be done - we need to see things for what they are, not what we want them to be. Ask questions, dig deep, and find the truth of the matter at hand. Only then can you operate with full effectiveness.

Humility

Humility is at the core of development. Acceptance that we are not absolute is the direct enabler of progress. Without it, we are closed to seeing new things and new ways of being and doing. Our knowledge and capacity for improvement is always at the mercy of ones ability to realize our own shortcomings, and in practicing humility in all things, we develop wisdom.

Having humility in defeat, in victory, in teaching and in learning brings out the humanity of us all and we build deeper trust in each other. This is an active choice, practiced constantly. When we realize we can speak and be spoken to more openly, to and by our colleagues, knowing they have our best interest at heart, we eliminate the fear of being ridiculed or rejected by shortcomings. Practicing humility in all situations builds a safe environment for growth.

Vision

Having a strong vision is mandatory to accomplish great things. It is the great benchmark which to judge all decisions and actions against. Does this lead us closer to our goal? This is crucial to both the daily operations of a company, as well as its strategic moves, and runs perfectly paralell to the tenet of pragmatism.

Having and following a vision is tying each action to a specific hurdle that needs to be overcome. Every action has strong intent and justification. Without concious effort to stay true to the vision, we will wander off path and do work that does not matter, and again, breaking the tenet of pragmatism.

The vision needs to seep into every pore of the enterprise. Everyone must be on board, and know what their part of the whole is. Without the congruency of a vision, we quickly lose the synergy of the large group of people working toward a common goal. We become more than the sum of our parts when we align firmly in intent and conviction.

Execution

The execution determines the unrealized value of an idea. The best idea poorly executed is no superior to the mediocre idea well executed. We excel when we resolve to always prioritize action over bureocracy and processes, and this means to perform instead of to strategize and theorize - dare to start where you are, and build iteratively. Test things, break things - but above all else: progress.

Great execution requires both direction and velocity. We need to know where we are going - along the tenets of vision - and also how we are going to get there. And when evaluating courses of actions, being technology driven, we employ the philosophy of doing once and doing well. Can we build an automated solution for a recurring action, we do it. This enables us to focus on the next thing that matters, instead of wasting resources on manual labor.

Communication

Transparency in communication is vital to a well functioning group. Top-down or bottom-up, all communication serves its purpose. As communication is a highly people-dependent skill, we must actively strive to be concise in our speech, be adaptive, and be consistent. Communication can be roughly separated into two categories: public and private.

Communication should extend from top-down to provide the strategic context necessary and bottom-up to provide feedback. This enables every individual to prioritize their work and execute efficiently while feedback allows strategy to adapt to changing conditions.

The public communication is on group level. Information of news, changes to the organisation or team, rules, announcements, must on all levels have crisp communication channels and serve a clear purpose that lets everyone know what they are a part of, and what role the play in it. The private communication on the other hand, is between people. What you tell your coworker in the chat, your suppliers in the meeting, the new recruit by the coffee machine.

These two categories both adhere to the same rules: We must in all situations dare to tell the truth to the best of our ability. Be clear in your intent, what you mean, and be precise in how you deliver it. A well communicated environment clears the air of suspicion and doubt, and raises trust and respect among its members and for its leadership.

Reflection

Along with the tenet of humiliy, goes reflection. It is our way to understand what has occurred and why it did so. It is a practice in objective thinking, trying to see things for what they are instead of our possibly biased perception of them.

We must apply the tenet of reflection daily, when considering how a decision played out, how our colleague reacted to our words, or why we chose to act in a certain way or situation. Only by assessing what has been done, can it be put into correct perspective. Discover what you did, what you in retrospect might have done differently. It is the only way for us to influence our future - by learning from out past.

Revisit and reasses your choices frequently to deeply learn about yourself and direct environment. With concious thinking comes great insight - enabling us to be better people, and do better work.