A 20-year W.L. Gore veteran, Barbara Pizzala introduces herself at the ERE Expo presentation as the global leader of recruiting.

She quickly adds, “But titles don’t really matter at Gore.”

A repeat winner on Fortune’s “100 Best Companies to Work for in America,” Pizzala explains that “team” is a big word at Gore, which averages 7% to 9% turnover.

“If someone is not a fit, it’s usually pretty obvious pretty quickly. When it works, it’s awesome, and we have very engaged people who stay a long time,” she says.

Best known for its GORE-TEX fabrics, the company’s annual revenues near $2 billion. Gore’s four divisions include industrial products, fabrics, medical products, and electronic products.

The company has approximately 7,500 associates in 45 locations around the world. “Our culture is experiential. It takes living it for years before you really get it,” she says.

“As recruiters, we have to constantly set expectations for candidates, so we get pretty good at describing what life is like at Gore,” she says.

The first thing you need to know about Gore, she says, is that “hardly anything is required.”

“We obey the law, but we don’t have bosses. No one has authority to tell anyone what to do. We make our own commitments, and we’re responsible for keeping those commitments,” she says.

What guide employees’ actions are principles and core actions, something that is taught early on in the life of a new associate.

“We look for good judgment, maturity, and a track record of making good decisions. People bring their brains to work,” she says. “We guide them with some things, but hardly anything is in a policy. We don’t even have an employee handbook!”

“We put an amazing amount of energy into building trusting relationships. If you don’t see the value of relationships, forget even coming. Trust is the grease that makes everything work at Gore. Until recently, we operated mostly in small, local teams; it was very easy to build trust in that environment.”

Gore has managed to expand successfully in a truly global nature…certainly not an easy task in its “policy-less” culture. Pizzala doesn’t seem fazed, adding that it’s simply a matter of working hard to build those types of trusting relationships around the world.