Takadao Culture

The perfect Takadao employee…

  • Puts the needs of others first; does what is best for the community, the company, his coworkers, then himself (in that order)

  • Humble; willing to learn and teach

  • Collaborative; understands that greatness is in the agency of others

  • Hardworking; not in terms of hours, but in terms of productivity

  • Honest; willing to tell the truth even if telling the truth hurts themselves or others

  • Cares about his work and how it impacts his coworkers, the community, and the company (in that order)

  • Sees things from diverse perspectives or is willing to learn from diverse perspectives

Cultural principles

  • Remember Death. When you remember death, you will spend your time doing what matters to you. If what you do at Takadao is not on the list of what matters to you, then you need to re-evaluate why you’re with us. This may sound cult-like and bizarre, but this is what it takes to win as a startup. Remembering death also puts priorities in sharp focus. In startup land, focus and ruthless prioritization are important in getting things done. We need to get things done.

  • This is not a democracy, but you will be heard. Decision-making at Takadao is not a democracy, however, all points of view will be heard and considered. Hence, do not be afraid to be the lone opposing voice, just because you are alone, does not mean you are not correct.

The only exception to this rule is when you are reporting work-related performance issues to the subject’s direct manager. You may not speak about non-work-related issues and you may not speak to other coworkers who do not manage the subject directly. If you are managing the subject, then you may report it to your manager or HR.

  • Behave according to the shariah law. This means that you should behave according to a moral code that is generally accepted by most religions and societies. Don’t lie, cheat, steal, backstab; be good, make your mother proud. Recall that Takadao is a financial services company that champions the needs of the community. Doing anything remotely unethical will cast doubt on our intentions as a company. If in doubt, ask.

  • We are a teaching organization. If you see that a coworker is struggling with something you are good at, it is incumbent upon you to teach him. If you are struggling with something, it is incumbent upon you to ask for help. This does not mean that you should do your coworker’s work for him, but that you should teach him how to do, then let him do.

  • Communicate and communicate effectively. This doesn’t mean having more meetings. This means that you don’t assume that your coworker knows what you mean, but that you always take the extra step to explain the context before you feed him new information. On the flipside, don’t make implications from what is being communicated to you. If you are unsure or find yourself questioning something, explicitly ask to confirm your implications. Don't base your actions on assumptions Always use clear and unambiguous language and check for understanding. After you’re done communicating something, don’t ask “do you understand?”, instead ask “what did you understand?”

  • Have principled arguments, then commit. We learn from people having differences in opinions and disagreeing with one another. We encourage arguments, but they must be principled and respectful. In every argument, you must be able to articulate your opponent’s point of view. You may be required to do so in public. And once a decision is made, then you must get behind it 100% even if you initially disagreed with it. In case an agreement cannot be reached, then the hierarchy kicks in and the person who ranks higher will make the decision. If you are a manager implementing a decision you initially disagreed with, you must implement it with vigor as though it was your idea. Do not show reluctance and do not tell your team that you are only doing so because you have no choice. This is what it means to commit.

Please also see Rules of Engagement for Remote Work

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