Continuing our series about Miter’s culture and values, we wanted to talk about what Miter’s people owe to the company. In the same way that Miter’s relationship with the individual is one of investment, we think of the individual relationship to Miter as one of ownership.
As we’ve mentioned before, not everyone who works at Miter is technically an employee. They may be a consultant or a contractor (though we want to be sparing with these). No matter the role, however, we want the people that Miter relies on for its success to feel both the power and the responsibility to improve the business.
That’s right - if you work at Miter, your primary responsibility is to the company rather than to your boss or to the CEO. Of course, that’s their first responsibility as well. Keep in mind that they may have a broader context about certain matters. At the same time, you probably have deeper knowledge about your specific area of expertise. Disagreements between perspectives should be settled by what is best for the company, its customers, or its employees, not by hierarchy.
This is both a reminder and a promise—to you and to everyone else within the organization.
We want your time at Miter to be one of personal and professional growth. And, we want you to leave Miter a substantially better place than you found it.
This is fundamentally about balance and focus. First, it means performing your own roles and responsibilities at a high level or at the very least (because sometimes we are growing and transitioning into new roles and responsibilities) with passion. Second, it means taking the time to continually invest in yourself as you look to achieve your personal goals and career growth objectives. Third, it means looking for opportunities to help others improve things within the company (make sure you do this without stepping on their toes).
Whatever your piece of the business is, we want you to run it and run it well. Feel a sense of ownership and pride in it. Feel a sense of freedom. If something or someone is threatening your sense of autonomy, call it out. Discuss it. Micromanagement is the antithesis of what we are looking to build. We hire capable and talented people and we want to you unleash your creativity on the problems at hand.
Don’t forget that there are probably lots of people who own bits or all of your piece of the business as well. Your direct reports, if any, have ownership over their pieces of the business; your bosses have responsibilities for yours as well. So how does this mesh with autonomy? Again, it’s all about balance.
Here’s how we expect this to shake out. If I’m your manager, I acknowledge that your role exists for a reason. Even though your responsibilities roll up into my responsibilities, the appropriate way to manage those responsibilities is through you and your role, which means helping shape you to be the best you that you can be. At various times, it can mean mentoring you, challenging you, perhaps even being directive, as is appropriate to the situation. It definitely means holding you accountable. But it does not mean ignoring you, pushing you to the side, or stepping in to do your work for you (vacations or sick days notwithstanding).
Every company has lots of busywork that needs doing or messes that need cleaning up. Pitch in regardless of whether it's officially your job. Even better, figure out a permanent fix.
Remember, your mother does not work here. Or maybe she does. The dishes are still your responsibility!
Interested in making Miter the next stop on your career journey? Drop us a line.