This document outlines the culture of a company focused on helping small businesses succeed. It begins by defining culture and explaining why a clearly defined culture is important for success. The company's mission is to make getting customers as simple as running water. It values customer obsession, striving for greatness, radical transparency, ownership, speed, simplicity, full commitment, efficiency, questioning assumptions, and outcomes over excuses. It aims to hire "A players" who actively improve the company and allow context-based decision making with accountability. The goal is to promote from within based on alignment with values over just skills.

1. Culture Deck
AGuide T
o Our Company

2. TheAspects Of Our Culture
-
Our “Why”
-
-
-
-
Our Values & What We Value
ASuccessful T
eam
Context Decision Making &Autonomy
Systems Focus
Promotions & Development

3. Before we dive in… What actually is culture?
Culture is based on the things people do without noticing and when nobody is looking.
It’s our shared beliefs, standards and values.
Culture is continuously evolving, changing and growing.

4. So why is it important?
Culture isn’t made, it inherently exists. It happens, whether planned or not.
It’s the true foundation of everything we do - it’s impossible for us to succeed as a
business and to serve our clients in the most effective way without the right culture
.
The best way for us to win =AClearly Defined Culture.

5. Our Why: Problem
Small businesses struggle to survive because they don’t
know how to get more ‘ideal fit’customers. They often go out
of business & rack up debt. These businesses are vital for
the economy; for jobs and for the services they provide. It
doesn’t have to be this way.

6. Our Why: Vision
T
o empower every great business
on the planet to achieve more.

7. Our Why: Mission
To make getting more customers as simple and reliable
as running water.
Help Entrepreneurs & Businesses
1. Confidently fulfil their ambitions
2. Contribute to the economy through service & jobs
3. Stop struggling and start thriving

8. Values & Their Importance
Many companies have nice-sounding values designed to try and
impress investors, hires and staff. Then in reality show they only
value one thing: profit.
We believe in more than that.

9. How we Demonstrate our Values
Our values are truly shown based by how the company and its
employees makes decisions. It is shown by our choices and our
products. It is shown by who is rewarded, promoted or let go.

10. TheseAre Our True Company Values & What We Seek.
We want teammates who live by these values.

11. Mission — To make getting more customers as simple and reliable as running water..
Problem — Entrepreneurs & businesses aren’t operating at their full potential.
1
.
Customer Obsessed
What’s best for our client is what’s best for everyone.
2
.
Great Not Good
Average just isn’t good enough.
3
.
Radically Transparent
Be direct, honest and transparent - radically.
4
.
Take Ownership
Think like a owner & operate like one.
5
.
Fast Is Better Than Slow
Make it. > Break it. > Fix it.
6
.
Keep It Simple
Complex problems are the sum of many simple problems.
7
.
Be ALL In
Commit fully, work hard, take initiative, get things done.
8
.
Lean & Frugal
Efficient decision-making and execution leads to new ideas.
9
.
Question Everything
Ask why and hold nothing sacred in pursuit of the truth.
10
.
Outcomes over Excuses.
Achieving outcomes are the only way we progress.

12. 1. Customer Focussed
At Practice Launch we understand that we only exist because of out customers. We must be
focussed on solving their problems in the best way we possibly can.
This doesn’t mean we blindly agree to any customer demand but logically assess and ask the
simple question “Will this improve the experience and results of our customer?”
This will not only ensure our customers success but also keep us ahead of the competition as a
business.Ask, is this going to help the customer? Will this help the customer even better results?

13. 2. Great Not Goo
d
Our expectation of our team is to be great.Anything less than great is average
and average is ultimately bad and will lead to the failure of our company.
Compounding works in both directions and by us striving to continually be great,
we will continue to grow both as a company and individually.
Focussing on output over quality is not acceptable. Great is what keeps us ahead
of our competitors.Ask: is this the best I can be? Is this the best I can create?

14. 3. Radically Transparen
t
The best relationships are based on honesty and transparency and we feel that is the same for the team inside a
company. If you think it, say it. Challenge ideas even if it scares you. Be respectful yet honest - that is the only way we
will grow as individuals.
As a hard rule - if you say something about someone behind their back, you must instead tell it to them directly.
You must explain why, the cause and how they can improve. This doesn’t give you free reign to openly abuse or
be disrespectful to team members.
Often the best solutions and ideas are found for radical transparency. We must also apply this when
communicating with our clients - for good and for bad.
Specific Examples & Proposed SolutionsAre Vital.Ask - should I be saying this?
Should I be telling the person directly?

15. 4. T
ake Ownership
Own your work, own your successes, own your failures - embrace what works and what doesn’t and
keep moving forward.
Operate as an owner of our client’s company, make decisions as though they would directly effect
you
.
Make decisions like an owner of our company.
With everyone taking ownership we can easily be accountable and continuously
improve.Ask - am I trying to push responsibility?An I operating like I own this?

16. 5. Fast Is Better Than Slow
In keeping with this, this will be short. Done is better than theory.
Done can be measured, tested and improved.
Theory can always be theorised more.
Slow can be overtaken by anyone.
Make it > Break it > Fix it
Ask: are you operating fast or slow?

17. 6. Keep It Simple
How would you explain marketing to a 10yr old?
Regardless of the complexity of any problem it can always be broken down into simple steps. By
keeping things simple it’s easier to rationalise solutions and inevitably they can be executed upon
faster.
Complexity is often create for intellectual ‘flexing’ which put simply - wastes everybody’s time and
doesn’t create the optimal outcome.
Keep it simple.Ask: is this as simple as it can be?

18. 7. BeALLin
Commit fully: if you’ve made a decision stick to it.
Work hard: if you want to be lazy, go home, this isn’t the place for you.
Take initiative: if you see room for improvement, or a better way to do things then always make yourself
heard.
Get things done: we value output not attendance.
BeingALL in will make a difference to your growth, the growth of our company and the happiness of our
clients.Ask: am I really all in?

19. 8. Lean & Frugal
It’s easy to spend resources. Working with limited resources results in us being
more creative, often faster. New solutions are created that otherwise wouldn’t have
been. Limitations can lead to the best of discoveries.
Be lean in decision making, be lean in allocating resources and do the most with
the least.
Ask: do I really need this? Will this truly make a difference?

20. 9. Question Everythin
g
Abusiness is not a place for an ego. Just because something ‘is’doesn’t mean it
has to be.
We are and always will be seeking the optimal outcomes, processes and team. If
you have a question ask it. If you think something can be done better, propose a
new solution.
Constantly be looking for improvements.Always be questioning how we do what
we do.Ask: questions :)

21. 10. Outcomes Over Excuses
.
It’s easy to make excuses. It’s hard to deliver world-class outcomes. We expect
the latter.
Zero progression happens when there are simply excuses. The difference
between our team and the competitors is we produce outcomes whilst they
produce excuses.
Apositive attitude, a focus on achieving and a focus on developing are vital.

22. ‘A’ Player Performance
The Foundation OfASuccessful T
eam

23. What IsAnAPlayer
?
AnAplayer is not only a person who delivers high quality work, but does it
quickly and without supervision.
AnAplayer actively wants to improve the company and their teammates.
AnAplayer is a person who wants more responsibility and to help improve,
fix, and be a part of solutions at the company, not just meet their targets.

24. What Makes Y
ou B or C?
B + C players do the minimum required, just reach their target
when they can do more or simply do as little as possible.
We give freedom to our team to allow them to beAplayers. If they
need to pick up the slack of B & C players that ruins the entire
team and company.

25. APlayers Only
Because of this we are anA-Player-Only team.
This allows us to thrive. Deliver Results.And move towards our
mission.

26. Context Decision Making &Autonomy
This T
eam WillAllow Us T
o Operate Through

27. What Is Context Decision Making?
Most companies work with every single decision needing to be approved by
someone up the chain. This will KILL us. While some decisions must be approved,
such as approving a large payment or legal decision, we want our team to be able
to make decisions based on the context we provided.
Context: Does this action align with our mission and values? If yes, make the call. If
not, prevent it. You are trusted to make the call.
All we ask is that calls are communicated.

28. Systems Thinking
Everything we do day to day should form SOPs (Standard Operating Procedures).
This is the best way to achieve predictable success is with proven and reputable
processes
.
In turn this allows us to introduce new team members as fast as
possible, reducing ‘ramp’time, errors and learning curve.
Not having this will lead to wasted time, doing the same countless times, increase
errors and lead to inefficiency.

29. Systems Thinking
Systems and processes are our key our long-term success
and the ability to grow fast.
However we should not make systems/processes for the sake
of making them - they must be as lean as possible.
We will be always iterating and improving these for continued
performance.

30. HiringAnd Promotions
What We Look ForAnd Reward

31. Hiring & Promotions
We aim to promote within first BASED on needs, skills and
most importantly alignment with our values.
We would much rather have a person who matches our values
and needs to be trained than an intelligent person who is a
smart-arse and not a team player.
We hire people who fit our values first and skills second.

32. Culture Deck
AGuide T
o Our Company
V1 - ZSJ - 2/21