Our respect for the Hiigher culture led us to develop our core values which are respect, ownership, and performance.
Respect everyone, irrespective of how they look, where they come from, how much they earn, what their title is, so on and so forth. And it is your right and duty to respect everyone else. No tolerance!
If you indulge in any harassment whether it’s sexual, mental, or physical. Whether you have an approach towards degrading your team members into making them feel shitty about themselves, whatever the case is you’ll be fired.
Nothing matters and nothing comes in the way whether someone’s a high performer or truly meritorious. If you’re not a person of integrity from that perspective. That’s it.
Leaders are owners. They think long-term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own teams. They never say, “That’s not my job. ”
Ownership is not getting the things done that your managers told you to do, but going beyond in asking yourself “why is that I was told to do”.
People who succeed in the company are the ones who have always gone beyond what they have been always told to do. That’s what ownership is!
It is clear that to become a leader with true ownership by Hiigher’s standards, and to survive and thrive at Hiigher, you must have a huge amount of mental toughness.
Without mental toughness how one can survive the uncomfortable and sometimes exhausting process of being questioned, challenged, and even ranted at?
Also when I use the word ownership, I’m referring to a peak of personal responsibility, a culture of organizational responsibility, and owning the outcomes and results of our actions. Taking ownership means that you hold yourself accountable in all our operations and efforts
Everyone has the power to make our company better.
Step up, drive it, and deliver it.
Figure out how to make yourself useful, then promise and deliver. Owners take out the trash. Owners regularly switch between a leader and a team player. Owners always take responsibility.
Doesn’t matter if you’re the most loved, more recognizable, the most cheerful, the most lovable person. In the end, it’s the performance.
Deliver results. Leaders focus on the key inputs and deliver them with the right quality and in a timely fashion. Despite the setback, rise to the occasion and never settle. 😉
As a senior executive, you’re fully authorized to pull the cord: to remove someone from the team, if they don’t deliver the work or don’t follow any of the values we have developed at Hiigher. Escalate the matter to HR and super senior management.
Of course, the removal will hurt the team’s performance in the short term, but this will be paid off in the long term.