management
- It is your fault, not theirs. (When you’re the head and things go wrong, you have nobody to blame but yourself.) |
- culture is who you hire, who you promote and who you fire. |
- always try and integrate grit, rigour and humour. |
- no micro-management! |
- strong social capital |
- open door policy |
- leader eats last |
- pay it forward ideology |
- entropy can show you where additional resources would make your business more efficient and that there are other inefficiencies that you can do nothing about. |
- constantly look for gaps in what we could be doing if we’re following the principles and what we are doing then get the whole team to do this, fully engage them to start self actualising via looking for these gaps. |
- all should remain cognisant of the curse of knowledge. |
- know the true north - what is the core mission! |
- when you don’t realise what you can’t do, you can do some pretty cool stuff. |
- key points of cooperation are flat hierarchies; open and clear communication as well as a familiar and cooperative atmosphere. |
- managers should have well integrated eustress' that are healthy for productivity overall |
human beings strive for growth, and internal sources of motivation are essential. (self determination)
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operations
- dev ops framework. |
- reliable systems that can scale. |
- china wall in relation to information sharing to ensure that no one from sister company(s) will obtain customer information from the main entity. |
- how many engineers are responsible for X number of people using the platform? |
- highlight that all source code will be audited before deployment and codebase reviewed periodically |
- obr: objective and key results |
-what was done yesterday, what needs to be done today, follow up with midday project status to get an indication (green, amber, yellow/red) and to determine whether there is any blockers. |
- fast is better than slow. While slow is adding unnecessary embellishments, fast is out of this world. And that means fast can learn from experience while slow can only theorise. Those who ship quickly can improve quickly. So fast doesn’t just win the race it gets a head start for the next one |
- we don’t build services to make money, we make money to build better services |
- if we don’t create the thing that kills our product, someone else will |
- staccato (short) form email |
inventory management
- Identify and exploit loopholes in supplier requirements to optimise inventory levels. |
- strategically order excess stock of less popular items to meet minimum order requirements while focusing on the main required items. |
labor
- prioritise adequate staffing to meet demand, especially during peak seasons. |
- ensure employees have the support and resources needed to maintain operational efficiency. |
operational efficiency
- embrace fast-paced operations but mitigate chaos through strategic planning and preparation. |
- implement robust systems to prevent downtime and optimise workflow. |
team structure & autonomy
- organise teams into smaller, autonomous groups to foster collaboration and accountability. |
- set clear goals and metrics for teams to measure success, promoting a results-driven culture. |
comms. and customer feedback
- establish direct channels for customer feedback to reach top management, ensure prompt resolution of issues. |
- treat customer feedback as a priority and act swiftly to address concerns, demonstrating a customer-centric approach. |
stress management
- provide outlets for stress relief, such as designated times for "primal screams," to support employee well-being during high-pressure periods. |
- recognize and celebrate achievements to boost morale and alleviate stress. |
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hiring
- hire slow, fire fast |
- keep an eye for those who believe in struggle |
- utilise FAST agreement (when necessary) |
- hire the best people possible. (Great departments are formed by one great hire as they set the standard for everyone else who joins the team) |
- ask the candidate to cross their arms to determine which side of the brain is most dominant. |
- 2% of total revenue produced for new formulaic and product/idea implementation |
- If pay is the only reason they applied, candidate is in the wrong place. |
- a players only |
- the best algorithm is to get smart people together |
RISA framework
- Is it necessary to resolve to make progress? |
- If not, is us challenging it going to help us make progress on the overall agreement? |
lominger competencies (5)
1. business acumen |
2. customer focus |
3. conflict management |
4. building effective teams |
5. dealing with ambiguity |
quark test
If an individual can’t explain something in ~30 seconds or less, the person might not know what they are talking about as well as they think they do. |
pb
disagree and commit |
understand why the metric you use exists |
humans are social creatures, they refrain from seeking truth |
speak last in meetings if you’re the head of operation. |
memo meetings: 2 pizza rule (if cannot fed all = too much people, max. Of 10 individuals) |
bad apple
felps found that the bad apple's behaviour had a profound effect – groups with bad apples performed 30 to 40 percent worse than other groups. On teams with the bad apple, people would argue and fight, they didn't share relevant information, they communicated less. |
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