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mgmt Cheat Sheet (DRAFT) by

random management variables.

This is a draft cheat sheet. It is a work in progress and is not finished yet.


- 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.
human beings strive for growth, and internal sources of motivation are essential. (self determ­ina­tion)


- 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


- 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

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