{"id":96670,"date":"2021-08-24T07:43:54","date_gmt":"2021-08-24T14:43:54","guid":{"rendered":"https:\/\/thegood.com\/?post_type=insights&p=96670"},"modified":"2021-08-24T08:34:20","modified_gmt":"2021-08-24T15:34:20","slug":"core-values","status":"publish","type":"insights","link":"https:\/\/thegood.com\/insights\/core-values\/","title":{"rendered":"How We Created & Live Out Our Core Values"},"content":{"rendered":"\n

At The Good, we believe that business is about more than just profit. It’s about valuing our people more than the bottom line. It’s about being socially, environmentally, and ethically conscious. It’s about living our core values in every service we provide and every decision we make.<\/p>\n\n\n\n

Like many organizations, we were knocked off-balance by the COVID-19 pandemic and the ensuing economic instability. Multiple clients wanted to pause or stop their services while they figured out what was going to happen with regards to consumer behaviors and manufacturing or fulfillment operations.<\/p>\n\n\n\n

The global health crisis also shut down our office for months, which forced us to shift to a full-time, remote workforce. We came together as a team and found ways to not only sustain our traditional operations but also uncover efficiencies that helped us produce even better results for ourselves and our clients.<\/p>\n\n\n\n

Within a few months, we found ourselves feeling confident in a remote work setting and started to bring on our first location-independent team members. For the foreseeable future, we would be recruiting candidates from the global talent pool, not just the Pacific Northwest.<\/p>\n\n\n\n

We were able to weather the storm and, as time passed, we found that the global response to COVID-19 dramatically increased demand for digital commerce. This worked in our favor, and by the end of the year we were once again on a growth trajectory.<\/p>\n\n\n\n

As we planned for 2021, we revisited our long-term goals and realized that some of the systems and processes that got us to our current level would not be sufficient to get us to where we wanted to be. That\u2019s when we decided to adopt the Entrepreneurial Operating System (EOS)<\/a>, an approach to business management made popular by Gino Wickman and his book Traction<\/em>.<\/p>\n\n\n\n

Getting started with EOS involved a lot of self-reflection, brainstorming, and uncomfortable conversations, but it helped us realize that as we examined everything from our organizational structure to our operating procedures, we also needed to refresh our Core Values to better reflect our future aspirations.<\/p>\n\n\n\n

This created both an opportunity and a necessity for us to reshape our core values so that they would better support our distributed team and ensure that every new team member we welcomed would be a good cultural fit.<\/p>\n\n\n\n

Ultimately, our new core values preserve much of the essence of the previous ones, while also adding specificity and clarity.<\/p>\n\n\n\n

The Good\u2019s Core Values<\/strong><\/h2>\n\n\n\n
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\"Impact<\/figure>\n<\/div>\n\n\n\n
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\"own<\/figure>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
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\"make<\/figure>\n<\/div>\n\n\n\n
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\"strive<\/figure>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n

Impact Over Income<\/strong><\/h2>\n\n\n\n

Our company exists to eliminate every bad experience online, of which there are many. You’ve probably run into several just this week.<\/p>\n\n\n\n