Part of their business model is giving their employees the freedom to work responsibly while avoiding rules. In this model, they describe their absolute highest performers as rare esponsible persons. These individuals are "self-motivating, self-aware, self-disciplined, and self-improving. These individuals never wait to be told what to do, never say 'that's not my job,' act like a leader and behave like an owner. You make decisions mostly based on the long term, rather than near term, impact. You give and take feedback to and from colleagues at any level. You admit mistakes openly and share learnings widely. You inspire others with your drive for excellence. You learn rapidly and eagerly. You seek alternate perspectives to improve your ideas."

"I'd say one of my current growth opportunities is enhancing my communication skills and learning to ask more questions. For example, I am known for identifying systemic issues with our systems and processes. I am always looking for ways to streamline and improve efficiency. I'm a firm believer that all those incremental improvements collectively can have just as great an impact as a major innovation. So, early on there were a few instances when I've just acted and made those improvements and implemented them, for the sake of efficiency. But, I was more of a stealth worker back then, and when my supervisors traced those improvements back to me, they were pleased with the improvements on most occasions, and on others annoyed I hadn't checked in with them first. So, when I noticed room for improvement, I approached my leadership and told them what I believed should be improved. I was then challenged to improve my communication skills by asking clarifying questions first to discover the reasons why things were done the way they were. My mentor told me that I couldn't be sure my ideas were a step up without knowing what they were a step up from. So now, I am hyper-focused on improving my communication in every regard, which stemmed from these challenges."