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Partnership Agreement

This first section is all about setting expectations and start a conversation about how you’d like to run your one-on-one sessions.

Company operating principles

At Hatch our operating principles are;

Start with why

We're in this for social change, and we put our mission first. Our goal is to help people find work that brings them meaning; we are not satisfied with short term commercial outcomes, we want long term human outcomes. Having said this we're also pragmatists; we don't need sacred cows, not every decision needs to embody our mission, it's an iterative set of steps towards the north star.

User centricity

Users are our main scorecard. Great products start with a real human problem and solve them better than alternatives. We're not in it for fake growth, we're in it for a far superior user experience than the status quo.

Giving and receiving feedback

I am a firm believer from my experience that feedback is the lifeblood of a high performing team. We aim to build a psychologically safe environment where feedback is invited and given regularly to create a steep growth curve.

Stronger together

The highest performing teams are collaborative and cross-functional. They are teams where different perspectives are brought around the table to improve the problem definition and solution ideation. At Hatch, we are a collaborative culture where everyone is easy to work with and supportive of each other.

Solving in the detail

At The Iconic one of the main reasons we won was because we solved problems further in the detail than our competitors had the tenacity to. Delivery speed, returns process, mobile experience, there were so many times we broke the status quo by going deeper into the detail. I'm a firm believer that the best teams go further into the detail than others to find the right answer.

Bias to action

When you're building something new there's a lot to solve! We value an ownership mindset, where problems are not just identified, but they're taken care of, rather than stewing for too long or hoping someone else will take care of it.

Team member expectations

I’m at my best when: I have plenty of heads down project-work time, but can ping someone for quick zoom sessions to discuss. I also appreciate knowing when things I’m doing land well. I’m better at work if I can get exercise in twice a week and turn off after Xpm.

My preferred place or format for one-on-ones: I think best [outside on a walk, by a whiteboard, ...], can we have our one-on-ones there...

Areas I want to develop: I'd love coaching on [...]

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Development Goals⁠

discussions: I’d like to discuss progress towards my career goals by [format] every [frequency]

My preferred feedback style and cadence: I do best when I receive lots of reinforcement on what’s going well, but also want to know where I can improve. I prefer timely and concrete feedback. The easiest way for me to receive it/ is [in person, over slack, email, etc] in [direct, sandwiched, etc] style.

Manager expectations

Goal for one-on-ones broadly: I’d like these one-on-ones to make you feel supported and heard. I want you to come away feeling like you can tackle the most important problems on your plate, and I’ll be there to back you up. Please raise any blockers you’re seeing towards your progress. We’ll also use these one-on-ones as a place to give encouragement and feedback (both ways!) and check in on your career growth (at the cadence you prefer).

My expectations of you: I expect you to set your own agenda, track your own notes, and manage follow-ups from our one-on-ones. I will add thoughts from time to time, but the agenda is primarily yours. I’d love for us to figure out the right cadence for more in depth feedback, but please plan to give me feedback on what you need more of or less of from me each week.

One of my weaknesses is: [...] so please call me out if you see that happening

Feedback from you: Each time we meet I'll ask what you need more of and less of from me so I can adjust to best support you. I prefer to receive feedback in this way [...]