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Our mission is to enhance human life.

We do this by building a new health system using the latest technology.

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Why culture matters

Culture informs how we act. How we act impacts speed & direction. This determines whether we achieve our mission.

The formula: Culture → action → speed & direction → milestone → mission

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What we believe about culture

• Culture has to be intentional and carefully stewarded.
• Culture cannot be created alone. We all play an active role in shaping culture.
• Culture should change over time based on which behaviors we need. Culture is about how we act. </aside>

Superpower’s Culture

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1 — Radical Empowerment

We don’t do much ‘management’ at Superpower. Instead, you are expected to be self-managing. This can be a shock initially but empowering eventually.

How do we create a culture of ownership and empowerment?

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A-Players Only

First, we only hire A-players. We maniacally hold a high hiring bar and do not compromise. It’s fun and productive to work on a team of only A players.

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Empowerment as a Culture

Second, we build systems and culture where you can be empowered. We expect you to ask “how would I act if this were my company?”. We expect you to be proactive.

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Radical Transparency

Third, we are radically transparent and provide massive context. We give you what you need to understand the why.

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2 — Radical Meritocracy

You can grow quickly at Superpower. We focus not on tenure or experience but on contribution.

If you contribute, you will get rewarded. Most equity has been issued after someone has been at the company and demonstrated great work.

Read ‣.

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3 — Radical ‘Founder Mode’

Everyone at Superpower is an IC.

Being a ‘manager’ at Superpower doesn’t mean delegating and sitting back. It means being relentlessly in the weeds taking action.

• Examples </aside>

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4 — Radical Action & Speed

If Superpower were a cult, there are several mantras we’d chant:

• Making a mistake costs less than moving slow
• Ask “how can we do the 2 month thing in 2 weeks”
• Action produces information. We often discover quality through speed
• Not every action needs sign off. Don’t let process get in the way of action
• Make quick decisions for low-cost two-way doors
• Be proactive. Don’t wait to be asked
• If your ‘approver’ doesn’t reply quickly, just take action. If something goes wrong, it’s their fault because they were too slow to review
• If things don’t go wrong occasionally, you aren’t moving fast enough </aside>

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5 — Radical Feedback

Feedback is a gift. It helps others and the mission. Failing to give feedback is equivalent to not caring about others and the mission.

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Give from care not anger

When giving feedback, the most important thing is giving it from a place of genuine care, love, and desire for someone to improve, not from a place of frustration.

Some other recommendations for giving feedback:

• Make it actionable – focus on what can be done differently
• Make it specific – reference examples and the particular thing </aside>

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Receive with appreciation

When receiving feedback, the key thing is to appreciate the feedback giver. You don’t have to agree; you can discuss the feedback; not all feedback is correct — but you must appreciate the giver rather than recoiling in anger or defensiveness.

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Replace gossip with feedback

Finally, replace gossip with feedback. If you gossip, clean it up by messaging those involved. If you receive gossip, tell the sender to share it directly as feedback.

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6 — Day One Mentality

• Fewer titles
• Fewer parts
• Fewer managers
• Fewer resources
• Fewer processes
• Fewer requirements </aside>

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7 — Member First

We always start with what is best for members, not with what is best for engineering or ops or any team or process. Saying ‘this breaks process’ is not a reason alone to not do something. We reason back from the ideal member experience.

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Tools for reasoning