> 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/6.-how-we-grow.md).

# 6. How We Grow

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People are the most important dimension of the business. Not the only one. Not the supreme one. The most important.

NACO grew with its team, and its team grew with NACO. That relationship is sustained on an explicit premise:

> **The work forms whoever does it, when it's done at a real standard.**

***

### The Two Dimensions of Growth

At NACO, a person's growth happens across two simultaneous dimensions.

**Professional dimension:**

* Learning a craft, not just executing tasks.
* Gaining operational judgment.
* Taking on greater complexity over time.
* Building a trajectory within the business.

**Personal dimension:**

* Economic stability.
* Emotional stability.
* Sustained relationships.
* Capacity to build a life beyond work.

Both dimensions exist, and both matter. But they don't get confused.

The company is not the center of anyone's life. It isn't indifferent to it either. NACO accompanies the personal dimension without becoming the provider of personal life. It shapes the professional dimension without pretending that professional development resolves a person's personal problems.

***

### How the Craft Is Built

Professional growth at NACO is based on four practices:

**01 — Training in the craft, not just the task.** Every person at NACO is trained to understand why they do what they do, not just how to execute it. A person who understands the craft can adapt. A person who only knows the task can only repeat it.

**02 — Honest, direct feedback.** Feedback is the most concrete growth tool that exists. At NACO it is given in the moment, with the person, about the behavior — not the individual. Growth without honest feedback is an illusion.

**03 — Increasing complexity over time.** People grow by taking on more — more responsibility, more judgment, more scope. NACO assigns complexity deliberately, not randomly. The goal is to stretch capability without breaking the person.

**04 — Internal promotion as the first option.** When a position opens, the first question is: who inside the company is ready for this? Promotion from within isn't a policy. It's a track record. Every current Area Head at NACO reached their position through internal growth.

***

### What NACO Commits To

* Providing the tools, training, and feedback needed to grow.
* Recognizing contribution clearly and without delay.
* Promoting from within whenever the best candidate is already here.
* Accompanying people through the important moments of life — without losing the professional standard.

***

### What NACO Does Not Do

* Promote based on loyalty, tenure, or personal affinity instead of demonstrated capability.
* Withhold honest feedback to avoid discomfort.
* Treat people as interchangeable execution units.
* Confuse personal care with professional permissiveness.

***

### A Note on Internal Promotion

Promotion at NACO is earned through evidence, not through time served.

The criteria are consistent:

* Demonstrated performance at the current level.
* Alignment with NACO's values — not just compliance with rules.
* Readiness for the next level of complexity, shown before the promotion, not promised after.

When someone is ready, NACO moves. When someone isn't ready, NACO says so directly and works with them on what needs to develop.