the hard thing about hard things - ben horowitz what are we not doing question in standups first quarter of the book is a biography about business experience there's always a move, get people involved in brainstorming be transparent when possible employees are probably less emotionally invested than founders leverage their knowledge/thinking fire fast, professionally, and with clear language and reasoning look for multiple interpretations even if things are clear sometimes there's no way around just working more on current thing nobody cares, just coach the team through difficulties people, then products, then profits managing why instead of what a positive environment requires information flow and understanding of how actions relate to the business train employees along hiring process, measure how many reach full productivity training can have massive roi (20k hours worked a year, consider 1% impr.) helps establish expectations, maintain cohesion require managers to have training programs before allowing hires ceo should do management expectation courses themself good prod man / bad prod man know market, product, line, competition, knowledge, confidence responsibility and measurement in terms of success of prod right prod / right time business context works with the resources available time efficient, delegates appropriately crisp definition of what (not how - eng) and its delivery create collateral/artifacts decompose & understand problem positions at small vs large companies require different skill sets metrics create incentives management debt (not accounting for / making bad tradeoffs for gain now) unclear hierarchy overcompensating to avoid short term problems measure your employee life cycle & recruiting be aware of ripple effects of decisions within the company be wary of promoting people into too challenging of position one on ones, let employee set agenda and opportunity to cancel culture / language / thought habits / focus expose people to other areas of the business