Are we ‘f’ing the customer?’ Do these changes align with what other teams need? Are we seeking the change we want to see in the world? Those conversations allow us to measure our work by both its technical achievements and reflecting our values’ impact on the work itself.įeedback should never be personal, and when that feedback comes from a genuine place of concern and is guided by a shared set of beliefs, it allows teams and people to speak openly about what’s on their minds - leading to questions like. When a team shares a set of beliefs, it creates an environment where meaningful conversations are ongoing, cross-functional, and transcend seniority levels. But most importantly, our people are advocates for our values and find purpose in helping to unleash the potential of every team. Is there engagement through these shared beliefs, or are they sitting in an HR presentation somewhere never to be used in practice?Ītlassian’s mission and values start with our founders and People Team leaders who influence everything from our approach to sourcing and hiring to the creation of initiatives like Pledge 1% and Atlassian Ventures.Is our organization actively talking about these things?.And while having your company values and mission well defined are not new concepts, the questions all companies have to answer are:

So when you ask an Atlassian what themes are at the core of their experience - what a consistent part of their Atlassian narrative is - almost without question, they’ll start by talking about the importance of our values and their impact on our work and products.Įach value plays a distinct role in guiding our culture, and ultimately in helping our teams work together effectively by keeping our people aligned, engaged, and focused on our products and customers. Most companies have a set of values and a mission statement they use to help inform how and where they operate, the products and services they provide, and, most notably, how they view and treat both their customers and employees.

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