What Makes Globevisa Different? 3 Unusual Management Practices

Hello everyone. Today, I would like to share some insights into the internal operations of Globevisa. Specifically, I want to highlight three distinctive management practices that shape our company culture.

01. Independent Committees and Genuine Candor

First, let us discuss how we manage our internal committees. At Globevisa, we operate several committees, including the Group Policy Committee, the Program Committee, and the Compensation Committee.

For all of these groups, we strictly adopt Robert's Rules of Order. We have a chairperson, formal motions, seconds to those motions, and an established speaking order. Implementing the procedural rules is the easy part; the difficult part is cultivating a genuinely candid atmosphere.

In many organizations, a committee can easily become an echo chamber for the leadership. At Globevisa, we wanted a different dynamic. It took me about five or six years to incubate a truly independent environment. Initially, committee members reported directly to me, which naturally made it difficult for them to express dissenting opinions. During the first two years, I had to actively encourage disagreement. Whenever someone opposed my view, I made it a point to say, "That is a good point." I asked them to forget the reporting lines and focus on independent thinking.

The approach worked. In fact, it worked so well that today, the committee members are highly assertive. Occasionally, I even find myself being somewhat "bullied" by my own team during our debates. It allows me to be entirely myself and express my views openly, knowing the team will do the same. It is quite interesting to watch our meetings: you will see five or six members engaged in rigorous debate, all while strictly adhering to Robert's Rules of Order.

02. An Open Competition System for Management Roles

The second unique aspect of Globevisa is our internal competition system.

For most managerial roles within the company, we implement a two-year term limit. Once the two years are up, the position is officially opened on our internal forum. We announce the vacancy, and for the next seven days, any employee in the company can apply for the role.

After the application period closes, we hold an open competition. We appoint three judges, and all candidates participate in a structured process. The first round consists of individual presentations, followed by a Q&A session in the second round. Finally, the judges announce the winner.

This entire process is transparent and recorded. Every member of Globevisa has access to the video of the proceedings. Because we hold these open competitions almost every month, some of our team members joke that watching the management debates is like tuning into a monthly show on Netflix.

03. Radical Internal Transparency

The third practice is our commitment to internal information sharing. At Globevisa, transparency is a daily operational requirement.

Every manager is required to write regular memos. Personally, I write a daily work log of about 1,000 to 2,000 words in a shared document. All 800 members of Globevisa have direct access to this document. They can read it, leave comments, and ask questions, which I then answer.

This level of transparency is not limited to the CEO. All 150 of our managers are required to maintain a similar daily log. Furthermore, our weekly and monthly operational reports are publicly accessible within the Globevisa internal system.

The philosophy behind this is straightforward: if our team members have access to the exact same information that I do, they are much more likely to understand our logic and align with our business decisions.

Conclusion

In summary, we rely on very independent committees, we open our management positions to public internal competition every two years, and we operate with a high degree of transparency. These three pillars form the foundation of Globevisa's management approach.

Thank you for reading.