The document is Pando's culture manifesto, which aims to codify the values and behaviors they want to inspire in their team. It outlines six key values: Lean Forward, Grow Together, Get Uncomfortable, Kindness & Trust. For each value, it provides explanations of what the value means and examples of role model behaviors. It also describes how Pando designs processes around their values and how team members can hold each other accountable to living the values through open communication and feedback.

1. Culture
Manifesto.
Connecting healthcare.
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2. How we hold ourselves accountable as we grow
Table of contents.
Background
- On culture
- On values
- On behaviours
- Culture design process
- Culture manifesto
- What is it?
- Why did we codify it?
Pando’s Culture Manifesto
- Our Vision, Mission & Purpose
- On Values and Behaviours
- Values-driven process design
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3. Background.
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4. On culture.
What is culture?
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People
(values +
behaviours)
ProcessesPolicies
It is the ‘glue’ that keeps an organisation together.
- It is a silent code of conduct - how ‘things get done’.
It provides a competitive advantage.
- It cannot be duplicated, unlike a product, price point, or
delivery system.
It needs to be intentionally designed (it will be there
whether we establish it or not).
- If we encourage trust, our people, processes and policies
need to be driven by that.
Our People (values), Processes & Policies help define it.
- People living by our values, along with the processes and
policies we design around them, are what make our
culture tangible.
Culture

5. On values.
How values help us shape our culture.
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They are the behaviours and skills we value in our colleagues.
- They should be brought to life by Role Model Behaviours.
They boost autonomy and empower employees.
- They act as a beacon for decision-making.
They need to support our mission.
- They define HOW we will achieve it.
They are organisational-lead vs individual-lead.
- We define them as a team, instead of individually.
They promote alignment.
- They define a common ground for our behaviour and initiatives.

6. Culture design process.
How we design an intentional culture.
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Define
Have we clarified the driving
values and behaviours that
will help us distinctively
serve our customers?
Align
How do we turn our values
into ongoing processes
and policies within Pando?
Monitor
How are we giving and
receiving feedback to each
other?
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2
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7. A culture manifesto is...
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A tool where we codify the values and behaviours we want
to inspire and encourage in our team.
A beacon of light for everything we do at Pando. It should
remind us to incorporate our values into every interaction,
process and policy we design for our team and customers.
A living, breathing document, that will evolve along with us.
What is a Culture Manifesto?

8. Simply because...
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Why did we
codify it?
It supports our values.
It keeps us accountable.
It helps potential
candidates know us.
Trust - transparency.*
*By being open and specific about how
we define our culture, we hope we can
‘walk the talk’.
When we write things
down, it’s easier to call
each other out.
It allows them to
understand us and how
we work.

9. 9
Pando’s
Culture
Manifesto.
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10. 1010
Mission
Purpose
To build the highest impact network of
healthcare professionals in the world.
To provide great communication for
everyone using and working in
healthcare.
Mission
VisionPurpose
Our MVP.
Why we do what we do.
We connect healthcare with 65,000
users across 200+ NHS trusts.
Vision
To connect healthcare for everyone.

11. Introducing the Pando values emoji’s.
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Our values.
Grow Together Get UncomfortableLean Forward Kindness & Trust

12. We find the best,
fastest, simplest &
most effective way to
achieve our Mission.
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Lean
Forward.

13. 13
Lean Forward.
We live by our mission and culture.
Our mission and customers are our number
one priority and everything we do is driven by
customer value.
We value speed, effectiveness & quality.
We work quickly & effectively without
compromising on quality.
We are evidence & data-driven.
We are always guided by evidence and data,
for example when:
- We give feedback to others.
- We make decisions around business goals
& priorities.
- We propose new initiatives.
We promote constant innovation.
We promote innovation within our teams and
colleagues.
We believe in iteration.
We believe in iteration to keep making our
products and processes better.
We are focused.
We are focused and mindful of ‘feature creep’.
For example, when:
- We define a new goal or feature - is it really a
priority.
We value consistent & open
communication.
We champion consistent & open
communication. For example:
- To promote constant feedback.
- To ensure team alignment around business
goals & priorities.
- To promote cross functional collaboration
and knowledge sharing.
We are humble.
We show openness to learn from others.

14. We’re one root system
and are stronger when
we grow together.
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Grow
Together.

15. 15
Grow Together.
We appreciate work-life balance.
We encourage a healthy work-life balance.
We care about professional
development.
We support and take charge of constant
professional development.
We celebrate our successes.
We celebrate each other's efforts,
achievements, good practice, behaviours, etc.
We follow up on feedback.
We always follow up on feedback from
our team and colleagues.
We share the load.
We share the tedious maintenance or
repetitive work throughout the team.
We care about our colleagues.
We reach out to our colleagues and pay
attention to signs that they might be
struggling.
We encourage mentors & coaches.
We mentor and coach new team members
and colleagues more junior than us.

16. Every action and
decision we make is
done with kindness
and inspire trust
within our team and
our customers.
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Trust &
Kindness.

17. 17
Trust & Kindness.
We start with positive intent.
We give people the benefit of the doubt and
assume that they have positive intentions.
We show vulnerability.
We are comfortable sharing our areas of
growth and shortcomings, knowing they
won’t be used against us.
We are discreet and never break
confidence.
We don’t share what’s said to us with other
people.
We don’t talk behind each other’s
backs.
We don’t talk ill about our colleagues when
they’re not present.
We encourage transparency.
We are open about as many things as possible.
and share communication openly and
honestly with our teams and customers. I.e
OKRs, Pando wiki, etc.
We champion accountability.
We keep each other accountable when we
pivot from our values and/or responsibilities.
We take into consideration each other’s
opinion.
We encourage everyone to give their
comments and opinions before a decision is
made.
We are empathetic.
We put ourselves in our customers and
colleagues’ shoes to understand their
perspectives and needs.

18. Changing healthcare
takes courage. We’re
brave and break out of
our comfort zone.
Get
Uncomfortable.
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19. 19
Get Uncomfortable.
We learn from (and don’t punish)
failure.
We incorporate failure as part of learning.
We don’t shy away from difficult
conversations or subjects.
We understand that this is the best way to
focus on actually fixing the issues at hand
and not letting them fester.
We fail fast.
We’re ready to pivot quickly if a project,
business goal or initiative is not working out.
We champion constructive feedback.
We understand the value of a constructively
critical environment.
We do the groundwork.
We measure risk vs benefit vs resources
before committing to a new project or
initiative.
We adapt well to change.
We recognise that change is constant and face
it with a positive attitude.
We know when to ask for help.
We recognise that we can’t succeed on our
own.
We get out of our comfort zone.
We embrace the chance to learn new skills
and be where we’re most needed.
We are assertive.
We put our message across or make a point in
a self-assured and confident way, without
being aggressive.

20. How we incorporate our
values in our processes.
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Value-driven
process design.
- Attract me
- Onboard me
- Engage & Motivate me
- Develop me
- Recognise me
- Say farewell to me

21. 212121
How
we hold
ourselves
accountable.
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22. Communication, let’s talk!
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How can we
hold ourselves
accountable?
As a team, we’re all responsible for our culture
and values and it’s on us to make sure we’re living
by that.
To keep each other accountable, we encourage
people to have constructive conversations with
each other when we pivot or act in a way that does
not champion or live up to our values. This is a big
part of our Get uncomfortable value!
360 feedback (coming soon)
- A 360 feedback review allows us
to give each other feedback on
how we champion & live our values.
Have a conversation
- Jump on a call
(prefered) - a lot can be missed via text!
- Private slack message

23. How we can be great feedback givers & receivers.
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Tips on giving &
receiving feedback.
Tips on how to give feedback: Tips on how to receive feedback:
- Prepare in advance.
- Assume - and have - positive intent.
- Be empathetic - ask for context.
- Be respectful - focus on the action, not the person.
- Use our culture manifesto to support you!
- Assume positive intent - it’s likely uncomfortable
for the feedback giver as well.
- Be empathetic - take interest in their concerns.
- Be respectful - give them your attention & listen.
- Don’t be scared of showing vulnerability.