1️⃣ Company All-Hands Meetings

Although we are a remote-first company with many people working from different locations in Europe, we ensure that we all come together once per month at our head office in Athens, Greece. This is when we hold our All-Hands meeting, which is always followed by a party.

The purpose of our All-Hands meeting is to foster transparency, open communication, and a sense of unity among the entire team. These meetings provide an opportunity for leadership to share important announcements, celebrate achievements, address concerns, and encourage a shared understanding of the company's direction. It is also a great opportunity to share important case studies.

Although there is a lead facilitator, different people present parts of the agenda. Here is an example of the flow, which we adjust every time according to the needs:

• Check-in with everyone
• Welcoming new members: they get the stage to say a few things about themselves, and everyone gets to ask them questions. We will also bid farewell if we have a leaver. If this person was dismissed by the company, we will openly share the reasons why and address any concerns.
• Major company announcements
• New business updates
• Financial results (we are transparent with all the numbers), CSAT and eNPS scores
• Case studies

It is important to note that this is not a one-way communication. Throughout the meeting, employees are encouraged to ask questions, share concerns, and offer ideas.

An All-Hands meeting typically lasts 1.5 hours and is followed by a party, drinks, or other team socialising activities.

2️⃣ Company Offsite

We work hard, but we party harder. Once per year, we take three days to come together as a team and either explore a city or relax by the sea. We believe this is an important time for the team to connect and grow closer, which greatly enhances our collaboration.

We now officially have a name for our offsite, and it’s called "Underdogs Retreat." (Followed by the tagline, "Who let the dogs out?")

From our experience, it’s better to keep the agenda curated but flexible. We ensure we have memorable experiences (for example, a boat tour around an island or a private concert) while also allowing free time for people to connect. We may use the opportunity for collective brainstorming, but we ensure that any work-related activities do not exceed 2-3 hours.

Here is a video from our latest 2024 offsite to get an idea:

3️⃣ Team rituals

While every team is free to craft their own rituals, there is one that it is mandatory to take place at least once per month in every team: the retrospective.

Team Retrospectives

The primary purpose of our retros is to reflect on the ways of working in a team, identifying what works well and what can be improved.

Each team typically spends 1-1.5 hours every month, either in person or virtually, for their retros.

The agenda format can vary widely, and facilitators can get very creative (there are many online tools with retro exercises; here is one we like). In its simplest form, the agenda looks like this:

• Pulse check for the previous month
• What did we do well as a team
• What were the challenges
• Action Plan for next month (This is the most important part!)

Each team member spends a few minutes reflecting on the above points and shares their thoughts openly with the rest of the team.

The ultimate goal of retros is to foster a culture of continuous improvement. By regularly reflecting on our work, collaboration, and communication, and making small adjustments, our teams can adapt and optimise their ways of working over time.

Stand-ups

Although retros are mandatory, stand-ups are recommended, with the frequency left up to the team to decide. Depending on the team, some have daily stand-ups, others twice a week, and some once per week.

The purpose of stand-ups is for every team member to update the rest of the team on what they are working on, if there are any impediments, what they will focus on in the next iteration, and if they need help or support from other team members.

Typically, a stand-up should not last more than 15 minutes and is usually virtual.

Planning and review sessions

Like stand-ups, the format and frequency of planning and review sessions depend on the team. The purpose of these sessions is to review the backlog from the previous iteration (usually 1 or 2 weeks) and plan the priorities for the next.

Other routines

Many times, teams are getting creative with their routines. For example, they may have a routine to reflect on the highs and the lows of the week, or to share knowledge on a subject or on a client.

4️⃣ Skip-a-level

As mentioned, we have a flat structure, and information flows freely across levels. The same goes for feedback. The common motto that the founders’ door is always open is very true. We don't just want to provide the opportunity for open communication; we ensure it happens through skip-level meetings.

Once every semester, the co-founders take turns meeting with all employees of the company (except those who report directly to them and with whom they have weekly one-on-ones). Over coffee, they take the pulse of the employees, understand their challenges, and gather their ideas.

After each skip-level round, Giorgos or Costas put together a report with the major findings, which they share with the management team and the rest of the company during our All-Hands meetings. Most importantly, every skip-level round is followed by an action plan to address the findings and implement the shared ideas.