Bluprnt Organizational Charter

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We support the mission of improving the lives of others. We work with others that ask questions with the intention to learn. This intense passion drives ambition to foster new ideas, never ignoring the opportunity to improve. This will empower others to tackle the beautiful questions in the world.

• What is the highest good that we can serve?
• What are the “holes in the road” for humanity?
• Will the world be good enough to escape its own doom?
• What is a long and enduring legacy that all generations can learn from?
• How can we raise people up with us in the world?
• How can we break cycles and do better?

We walk as a group on a path filled with infinite questions in the effort to learn. This is navigated with the perspective of being grateful to expand and improve. We walk as a group armed with numerous questions, living our lives as the answer to them, guided by a call to adventure and learn. 

Why are we doing this?  

We exist to create access to opportunity that empowers people to innovate, allowing them to diffuse through their efforts the design they wish to see in the world.

How do we intend to accomplish this?

We empower people to do better.

We are a collective of people with character, that collaborate with others and the ideas they believe in to support these initiatives coming to life. Our focus is the mission, the visions they support, and the values they represent. 

There is currently a lack of time, connection, and security in the world for individuals and ideas to flourish.

What does this bring us?

This is a self-replicating community connected by guiding principles, shared interests, and the feeling of being a part of something. This community cultivates ideas, focused on improving lives, life-long learning, and something else.

People are amazing and they should know it since we see it in everyone. Creating this opportunity available for everyone is the ultimate joy.

Learning about new questions; expand the boundaries of understanding

One way that we can always improve the lives of others is by practicing being better with the things that we love or what to love more.

THE WILL TO DO BETTER!

Our Expectations

Expectations have been an interesting conversation for thousands of years and will continue to be so in our community. As we discussed this is always open to additional learning and for are defined as such.

We can’t expect people to be a certain way but we can expect them to behave within in a certain set of standards.

To start we have an excellent example of Team Norms as presented by Mike Johnston, one of our founders, who worked in the trenches of “accelerating people” for the last 50 years. From the article above 

Relationships and trust among team members

• We treat each other with dignity and respect. 
• We trust each other and maintain confidentiality.
  • We do not have conversations about team members that we would not have with them present.
  • We do not allow unsubstantiated information to be passed around.
• We assume positive intent in all interactions.  We will give each other the benefit of the doubt.
• We will honor our commitments to each other and the team.  If we say we will do something, we will do it. 
• We provide positive, constructive feedback to each other.
• We build open and trusting relationships with each other demonstrating respect at all times.
  • We show positive intent in our interactions with each other in the questions we ask and the information we give.
  • We provide real-time, open feedback to each other.
  • We consciously make time with each team member to build relationships and address business issues.

Team communication

• We communicate transparently, without hidden agendas.
• We share all the information we have, upfront.
• We admit when we don’t have the answer. 
• We present problems in a way that promotes mutual discussion and resolution.
• We don’t shoot the messenger.
• We communicate decisions and relevant information quickly.

Organizing and conducting meetings

• We respect each others’ time.
• We ensure that our meetings are effective.
  • We arrive at team meetings on time.
  • We publish pre-reading material 48 hours ahead of meetings.  
  • We complete any pre-work or assignments prior to meetings.
  • We are “present” during meetings, avoiding the use of laptops and mobile phones.

Handling conflict and disagreements

• We debate ideas in search of better solutions.  We avoid personal attacks.
• We don’t throw each other under the bus.
• We disagree privately and support publicly.
  • We make every effort to adjust team decisions so that each team member can live with and publicly support the decision.
  • We raise issues with the appropriate people, not behind their backs.
  • We refrain from saying “corporate says we have to do it,” and instead we provide feedback/information in a constructive way.

The following three “conflict norms” are in use at Belay, a virtual staffing firm. See “An Introduction to Managing Conflict” for more information.

• Hunt the Elephant: Address the actual problem. Instead of dancing around the issue, don’t be afraid to state what the “big white elephant” in the room is.
• Welcome the Contrarian: Play devil’s advocate on ideas, process changes, etc. Help us look at things from all angles. Don’t be a “yes-man.”
• TSA Rule: See something, Say something: If something just doesn’t seem right, say something. It could be nothing, but it could be something!

Managing work and projects

• We each own the whole implementation of our projects and products, not just our little piece.
• We strive to continuously improve how we conduct our work and achieve the team’s objectives.  
• We think “why not experiment?”  We try new things to see how they work.
• We share accountability for team performance.
  • We align to a common purpose.
  • We commit to team deliverables.
  • We raise issues, after investigation/private discussion, that affect team performance even if the issues are outside our respective areas.
  • When we identify critical issues that affect our projects, we adjust our individual priorities to address them.
  • We meet our deadlines.
  • We live by our norms.
• We are one team, a global team.
• We win as a team and we lose as a team.

• What can each expect of the others? We expect our community members to…
  • do better when they are ready in their path.
  • not judge others and instead try to understand them
  • be honest about themselves
  • Alignment with the core values
  • New idea/question: no nay-sayers
  • Consideration on the impact of concerns
  • Have a loving sense of honesty
• Who can take initiative for partnerships & founding?
  • Anyone can and we expect that if someone introduces you that you keep them involved or updated as you build solutions
• How the partners will communicate with each other 
  • Over Communicate: Detailed communication is the best way to avoid surprises and miscommunication. Partners depend on each other to exchange valuable information about the business, including status reports or crisis management. Partners should be in touch with anything the other person is doing in order to build trust and run a successful business.
  • Be honest: Honesty is the key to building trust. Even small lies can harm your credibility and turn your business partner against you. Once your partner feels resentment towards you, it will be even harder to regain.
  • Do as you say: It’s important to take your commitments seriously. Once you’ve promised to do something by a certain time, make sure you meet that deadline. If you don’t do what you committed yourself to, it’s inevitable that your credibility will be questioned.
  • Share useful resources: Sending along relevant articles on industry trends or business development can not only benefit your business, but also the relationship with your partner. It offers more opportunities to communicate about your common vision for the business.
  • Stay in touch: Make sure you make time to meet on a regular basis. Set up reminders to send updates or use tools such as Asana to stay in touch about ongoing projects.
  • Meet in person: Relying on emails and texts is not enough to nurture your business partnership. Meeting at social or industry events can improve the personal relationship with your partner.
• How changes in their relationship will be decided.
  • This should be laid out in the operating agreement as how contributions will be translated into ownership or voting
  • More info from a solid source that parallels well. As they note we genuinely encourage members that build companies with our organization to form a solid view or establish operating agreements. Here is a source for single member and multi member llc.
  • How equity will be handled is something that we point people towards considering the thoughts of control and sharing. There is much to consider here and the base that we encourage in the practical space is the understanding of static equity vs dynamic equity models additional information on picking capitol models here
    • A one year cliff is general encouraged with a four year vesting period

When people act

When people act they do it through a sense of perspective. That perspective helps them see their values and other things that they’ve defined in the world. A great example of this is when you run into someone that says they will do something at a certain time and they don’t live up to that expectation that they set. If they can move beyond this quickly and don’t grow then it’s a pretty clear example that they aren’t connected to their values in the sense of the person in the mirror. Like perspective and values can they see that person clearly? How do they do that? 

Well our answer to this as of right now in regards to what we have learned is that the closer your expectations are to the reality of how you live that is a great indicator of how you will act. Moreover how strongly you act with your values in mind.

To parallel with this we expect people to make mistakes and we value the postmortem in a deep sense of learning. Let’s bake this down into a couple of core considerations:

When people act we expect,

1. that people will be responsible for and take genuine care of their basic needs first Maslovian concerns allowing for better decision making through all of their life
2. that when people decide or act this is at all times in direct consideration of the group’s benefit as we all swim in the same river of progress.
3. that people will be honest with themselves
4. that some people even with our open door policy will not be willing to go through it and when you feel that way we genuinely want to know
5. that what you invest with us in making lives better will be fun or that you do what you can to let us know when that changes
6. when there are problems there will be solutions brought forward or the spirit of the problem’s presentation will be towards that solution. At least a few options to start.
7. that

When we work as a community we expect,

1. leaders to get people excited about their ideas and build up a community around it. They need to be the spear head that gets people to a deep sense of ownership doing whatever it takes to raise up the idea and the lives of people that support it.
2. that these same leaders will communicate with each other

Our Values

Our values are something that has been discussed over the years with numerous members that we respect as people of character. These are driven by the wisdom at the root of what Aristotle talked about in the Nicomachean Ethics in regard to a group of people that are virtuously spontaneous when working with each other. Those that align themselves with their values and when they act it is in alignment with our values as a group of individuals.

So there are two classifications that need to be understood for anyone that wishes to share in the version of our perspective that we have come to. Let’s start by imagining that there are two lands. One, where ideas live, and the other is the land of people. Ideas need contribution to come to life. They don’t collaborate with individuals

Here is what we build a group of people that contribute to this.

Our values as a community or what is seen as a family of innovators

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