company culture

As an organization, we take immense pride in creating a culture that fosters growth, innovation, and happiness. And now, we’ve got an official badge to prove it!

We are incredibly honored to announce that our Mauritius office has been certified as a “Great Place to Work” by the global authority on workplace culture – Great Place to Work®️. This esteemed certification recognizes employers around the world that excel in providing an outstanding employee experience.

So why is this certification a big deal, you ask?

Being certified as a “Great Place to Work” is not merely a title. It’s a testament to our commitment to providing an environment where every individual can flourish, both personally and professionally. It speaks of trust, camaraderie, and the shared values that resonate with every Alludian.

With offerings including a corporate volunteer program and dedicated wellness days, Alludo’s core philosophy revolves around fostering positive impacts and fueling a sense of well-being. Achieving this certification reinforces that we’re on the right track.

For those of you who aren’t familiar, the Great Place to Work Certification is no small feat. It recognizes employers who go above and beyond in creating an outstanding employee experience. Think of it as a Michelin Star for workplace culture! To be certified means we’ve been researched, scrutinized, and verified. The best part? This certification gives Alludo a recruiting advantage, showcasing our commitment to offering nothing but the best employee experience.

And while we’ve been certified until the end of May 2024, our commitment doesn’t stop there. We see this recognition not as the end goal but as a stepping stone. It motivates us to keep pushing boundaries, keep engaging in meaningful dialogues, and above all, keep prioritizing the well-being and happiness of our Alludians.

I recently commented in a piece that ran in Fast Company, called 16 ways leaders can set achievable expectations for their team to grow. The goal: to inspire individuals, motivate teamwork, and achieve better outcomes. 

For the article, my input centered on company culture. It’s something I care deeply about, and something that I’ve put a lot of thought and effort into throughout my evolution as a leader. I wanted to share those thoughts here and expand on them. As I said to Fast Company, 

Yes, managers should clearly communicate their expectations for every role and project. But to drive great results across the board, your expectations must truly be part of your company’s culture and DNA. Company culture is how people make decisions when you’re not in the room. With a solid culture, great decision making becomes instinctual because it’s based on what you value and reward every day.  

That line—culture is how people make decisions when you’re not in the room—is a frequent saying of mine. If there’s a major disconnect in the vibe and decision-making when a leader is in the room versus when they’re not in the room, that leader has a problem. That company has a problem. Aligning these two things starts with authenticity and transparency. It also involves a great deal of trust. A strong, positive, company culture can never stem from micromanagement or fear.  

Focus and clarity 

The fostering of company culture feeds into something I’ve been calling “Management by Haiku.” It’s the idea that your mission, purpose, and values must be able to be articulated in a clear, succinct fashion. A haiku is only seventeen syllables, but those seventeen syllables have to count. When you pare your mission, purpose, and values down to the core—removing everything that’s superfluous—it’s much easier to generate alignment. Everyone knows where they’re going. Everyone knows what to expect from you. There’s not a 600-page handbook to digest. It’s simple, straightforward, and undeniable. 

Move faster, together 

It doesn’t have to literally be seventeen syllables, but sharp focus is critical. When you manage by haiku, everyone in the company—whether you’re in the room or not—can hold every decision up to that clear purpose.  

Does it fit? If so, proceed.  

If not, do away with it.  

This clarity and alignment fosters faster decision-making and innovation. It codifies expectations into your company DNA. It’s like having bumpers on a bowling lane. If you know exactly where the guardrails are, you can feel safe to aim for a strike. 

Psychological safety 

I use that word “safe” intentionally. Another part of creating a strong company culture is promoting a sense of psychological safety. Alignment isn’t the same thing as homogeneity. Strong cultures are built on the diverse ideas, perspectives, and backgrounds of everyone in the room. People need to feel safe to bring their whole selves to work, to take risks, to fail, to challenge upward, and to keep trying. 

How do leaders make this happen? Reward risks. Reward failure. Reward innovation. Walk the walk by celebrating risks and embracing failure for yourself.  

Invite challenges—yes, even to your “haiku.” If the haiku doesn’t stand up to challenges, that means it can be better. 

It bears repeating: to drive great results across the board, infuse expectations into your company culture. Keep it simple. Make it authentic. Keep listening.