G2A DNA

Accountability is the skill that allows us to carefully evaluate the scope of our responsibilities regarding both everyday duties and roles in different projects, and communicate them clearly, so that everybody around knows every individual’s contribution. We know the requirements of our positions and the skills and knowledge needed to meet them. When we make mistakes or fail a task, we aren’t ashamed or afraid of reporting that, and rather take responsibility, work on fixing them and grow from the experience. We know the difference between “shallow work” and “deep work,” are conscious about the workload and capabilities we can take on. We’re able to prioritize, delegate and refuse if needed.

Value Delivery allows us to define the level of detail that we should apply to particular deliverables. We have clarity about what’s “good enough” before we engage in a task. Before we commit ourselves and/or our teams to something, we give ourselves time to evaluate its profitability and extent to which it’s aligned with the Main Vision. Putting emphasis on Value Delivery allows us to find balance between speed and quality when it comes to completing tasks on time. It helps us to think big and plan small, keeping the ultimate, long-term outcome of a project in mind. We plan mid- and short-term milestones and monitor and improve implementation on a regular basis.

Growth as a value helps us to step outside of our comfort zone, not being afraid of challenging projects or trying to figure out even better solutions instead of the ones that are already working. We are aware that presenting possible solutions, threats, and pointing out areas for improvements that impact business and create value are highly appreciated. We’re open to new ideas and different points of view and understand that other people might have different experiences and a value that might be impossible for us to notice. We discuss development needs and aspirations with managers instead of assuming that they know what is best for us.

Trust is a crucial value for us here at G2A.COM. It allows us to express honest opinions and care about saying what we truly think and think before saying it. We only form opinions about our fellow G2Anians based on our interactions and observations, not on the suggestions of others. We’re transparent about our work, giving 100% of our capabilities and being honest about both good and bad results. We trust each other’s competencies. We give each of us space for initiative, freedom to act, and the possibility to do things our own way.

Communication allows us to not just grow in our respective fields, but also connects other values in a smooth manner. We value and respect our individual points of view. If one of us thinks an idea won’t work, we share our concrete arguments to explain our point as well as suggestions and alternate options. We know that we can freely share our opinions and ideas about the tasks and projects we are working on. We know that each of the suggestions will be acknowledged, appreciated and given a thought. We listen actively and focus on hearing what is being said. We ask for feedback on a regular basis and value comments from everyone who works with us, not only our supervisors.

Team Spirit is a key value in realizing our strengths by connecting our different specialties into something greater than a sum of its parts. We understand our roles in the team, as well as the interdependencies and impact our tasks have on our team and on other teams connected by the task. We contribute effectively outside of our individual specialties. If we have enough time, we don’t hesitate to help our colleagues. We encourage others who are less active to share their opinions and knowledge. We respect diversity and use it as a driving force – different backgrounds, skills, ways of working, and priorities can shed new light on a project. We are a team, and everybody should be given a chance to contribute. We treat everybody equally – a junior specialist’s opinion is as valuable as the opinion of a manager. It’s always a matter of “what” and not “who”.