Working Priciples

BUILD AND EVOLVE ORGANIZATION
  • Know what your people are like and what makes them tick because your people are your most important resource.
  • Regularly take the temperature of each person who is important to you and to the organization.
  • Clearly assign responsibilities.
  • Use daily updates as a tool for staying on top of what your people are doing and thinking.
  • Probe so you know whether problems are likely to occur before they actually do.
  • Communicate the plan clearly and have clear metrics conveying whether you are progressing according to it.
  • Escalate when you can adequately handle your responsibilities and make sure that the people who work for you are proactive doing the same.
  • Perceive and Don’t Tolerate Problems.
  • Realize that the people closet to certain jobs probably know them best.
  • Diagnose Problems to Get at Their Root Causes.
  • Remember that a root cause is not an action but a reason.
  • Distinguish between a capacity issue and a capability issue.
  • Build your organizations from the top down.
  • Remember that everyone must be overseen by a believable person who has high standers.
  • Make sure the people at the top of each pyramid have the skills and focus to manage their direct reports and a deep understanding of their jobs.
  • Make departments as self –sufficient as possible so that they have control over the resources they need to achieve their goals.
  • Don’t just pay attention to your job; pay attention to how your job will be done if you are no longer around.
  • Have the clearest possible reporting lines and delineations of responsibilities.
  • Assign responsibilities based on workflow design and people’s abilities, not job titles.
  • Use checklists.
  • And for Heaven’s Sake Don’t Overlook Governance!
TRUST IN RADICAL TRUTH
  • Have integrity and demand it from others.
  • Never say anything about someone that you wouldn’t say to them directly and don’t try people without accusing them to their faces.
  • Don’t let loyalty to people stand in the way of truth and the well-being of the organization.
CULTIVATE MEANINGFUL WORK AND MEANINGFUL RELATIONSHIPS
  • Be loyal to the common mission.
  • Make sure people give more consideration to others than they demand for themselves.
CREATE A CULTURE WHERE TO MAKE MISTAKE MAY BE ACCEPTABLE BUT TOTALLY UNACCEPTABLE NOT TO LEARN FROM THEM
  • Recognize that mistakes are a natural part of the evolutionary process.
  • Observe the patterns of mistakes to see if they are products of weaknesses.
  • Teach and reinforce the merits of mistake -based learning.
  • Know what types of mistakes are acceptable and what types are unacceptable.
  • Learn about your people and have them learn through frank conversations about mistakes and their root cause.
  • Help people through the pain that comes with exploring their weaknesses.
BELIEVABILITY WEIGHT YOUR DECISION MAKING
  • Find the most believable people possible who disagree with you and try to understands their reasoning.
  • Think about people’s believability in order to assess the likelihood that their opinions are good.
  • Inexperienced people can have great ideas too, sometimes far better ones than more experienced people.
  • Once a decision is made, everyone should get behind it even though individuals may still disagree.
CONSTANTLY TRAIN, TEST, EVALUATE, AND SORT PEOPLE
  • Understands that you and the people you manage will go through a process of personal evolution.
SOTEFIN PARKING
  • Evaluated accurately, not kindly.
  • Make the process of learning what someone is like open, evolutionary, and iterative.
  • For performance reviews, start from specific cases, look for patterns, and get in sync with the person being reviewed by looking at the evidence together.
  • Don’t lower the bar at any cost.