> For the complete documentation index, see [llms.txt](https://docs.naco.company/llms.txt). Markdown versions of documentation pages are available by appending `.md` to page URLs; this page is available as [Markdown](https://docs.naco.company/employee-handbook/4.-how-we-work.md).

# 4. How We Work

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How a company works day to day is where its values either live or die. This page describes the concrete operating behaviors at NACO — not as aspirations, but as the actual standard.

***

### Feedback

Feedback is the most concrete tool for human growth that exists. Without honest feedback, people don't grow — they age in their position.

**How feedback is given at NACO:**

* In the moment. Feedback delivered days later loses half its value.
* With the person. Feedback is never given in their absence. People are not discussed behind their backs.
* With clarity. No protective preambles. The care is in the form — not in diluting the content.
* About the behavior, not the person. What happened gets named, not who they are.

**How feedback is received at NACO:**

* Without immediate defensiveness. The first reaction is to listen.
* Without negotiating reality. If the feedback describes something real, it gets acknowledged.
* With willingness to adjust.

Whoever can't give honest feedback, can't lead at NACO. Whoever can't receive honest feedback, can't grow at NACO.

***

### Handling Mistakes

Mistakes happen. How they get handled is what defines the business.

**When something goes wrong:**

1. Stabilize the operation first.
2. Identify the root cause in the system second.
3. Adjust the system last.

NACO looks for system failures, not heroes or victims. When something goes wrong, there are no victims to point at. When something goes right, there are no heroes to crown. Results — good and bad — are the product of the system operating as a system.

**What is not accepted:**

* Hiding a mistake to protect reputations.
* Letting a mistake become a political opportunity.
* Turning an event into drama.

***

### Working as a Team

Working as a team at NACO means five concrete things:

**01 — Clear ownership.** Every task, every project, every decision has an identifiable owner. Not "the team" — one person. When everyone is the owner, no one is.

**02 — Shared information.** What one area needs to know, it knows. Information is not hoarded as a resource of power. Operational transparency is the norm.

**03 — Active support.** When one area asks for support, others respond if it's within their capacity. NACO is one company, not a set of disconnected areas.

**04 — Productive disagreement.** Working as a team doesn't mean agreeing on everything. It means open disagreement, discussed on the table, resolved by judgment — and then, united execution. *Disagree and commit.*

What is not accepted: disagree and sabotage. Disagree and keep arguing after the decision. Disagree and operate as if the decision hadn't been made.

**05 — Respect for the other person's role.** Every person at NACO has a role with authority over an area. That authority gets respected. If there's disagreement with another role's decision, it gets discussed or escalated. It doesn't get ignored or operated over.