The CleanAir System
Culture
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The CleanAir System
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Culture
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How we work At CleanAir, we don’t burden creativity with conventional hierarchy. We encourage hands-on innovation and discourage bureaucracy. We involve those closest to a project in decision-making. Teams organize around opportunities and leaders emerge. Instead of a pyramid of bosses and managers we have created a very flat organization built around teams. We strive to eliminate chains of command, pre-determined channels of communication, closed doors and secrets. We communicate directly with each other and are accountable to fellow members of our multi-talented teams. These teams are encouraged to select leaders for safety, team metrics, team business, team technology, team business development, environment stewardship, customer feedback, recruiting, partnershipping, innovation advocacy and continuous process improvement. Each operational team is requested to publish their Business, Sales, Technical Leader. One of these is generally designated the Team Entrepreneurial Leader.
How does this happen? Teammates (not employees) are hired for to fill current needs but we look for people that are interested in learning and doing more. With the guidance of their leaders (not bosses) and a growing understanding of opportunities and team objectives, each individual commits to projects and processes that match their skills and interests. Everyone can earn the credibility to define and drive his or her own projects. Leaders help teammates chart a course in the organization that will offer personal fulfillment while maximizing their contribution to the enterprise. Leaders are selected (defined by followership) by having demonstrating special knowledge, skill, or experience that advances a business objective. Being a teammate is a natural commitment to four basic principles: Freedom to encourage, help, and allow other teammates to grow in knowledge, skill, and scope of responsibility; The ability to make one’s own commitments and keep them; and Consultation with other teams before undertaking actions that could impact the reputation of the company by hitting "below the waterline".- We modeled parts of our culture on W. L. Gore & Associates concepts.
Some of the words and phrases we do not use inside CleanAir: B u d g e t (the B word which is a summary of C words which we are also trying to stamp out) - Instead we have customer value targets, revenue or sales projections and also profit projections. Some have noticed that the B and C words could be derived by difference, but we don't go there. NFG - We encourage helpful feedback. Manager - We manage projects and systems but not people. We do therefore have Project Managers but not people managers. Boss - We hire people for their brains and we expect them to use them. Our Leadership Model states "We are all leaders at CleanAir ". Competitor - Most companies we may bid against are also our best customers and we are all working for the same ultimate goal, a better environment Management - See manager. Job Description - What ever it takes, just do it. It's too late in the day. - Customers comes first so how could it be too late. I have to catch a train. - See, "It's too late in the day" in this list. We also have our own CleanAir Dictionary.
Last Update: 16-Feb-2007 |
Updated : February 16, 2007