Culture at Rocketlane
"Culture is not like you need to come behaving in a certain way," says Sri.
Though Rocketlane doesn't have a formal definition of 'Culture', the way Sri thinks about it is "the average of the experiences" the members create for each other. For instance, if all the members give feedback to each other, it becomes a culture of giving and receiving feedback. If the people are high on taking ownership, it becomes a high culture of responsibility and accountability.
The team has been conscious about doing specific things, such as pushing each other to be world-class and always thinking about doing things better. Anybody can give feedback to anybody on anything. That's the kind of culture Rocketlane has been building.
For two folks who don't seem to agree with each other, the co-founders help them by coaching them on how to give feedback better, raise issues in a better way, and understand each other's perspectives.
Every Thursday, Rocketlane does something called 'All Faces' where everybody meets and turns on their videos. Sometimes, there are company updates to share, but most often, it's chatting with each other, pulling each other's legs, and getting to know each other.
The Thursday events help drive one of the critical points: there is no hierarchy, and everybody can have fun, including with the founders. With this, they want to establish that they are a set of people working together towards the same goal and a culture of openness where people can raise issues when they see them.
Though there are some senior people in each function, it's pretty much a flat structure at Rocketlane. There aren't any pods or managers as of yet.