We will ask our people what we should be doing not what they should be doing. We will need to hire the people who can best follow these principles and ensure that they understand the culture. To do this we need people who know what they want and they need to. The people we bring on should know where they want to go from an 18month to 5 year interval and we need to help them attain their goals of getting there while also ensuring that they are meeting their Maslov’s Hierarchy of Needs.

The teams will consist of Sales, Marketing, Engineering, Support and Coach. Sales will be responsible for defining the sales strategy, marketing will be responsible for marketing strategy, engineering will focus on the engineering work, support will help support the customers in their usage, and the coach will be responsible for ensuring everything is progressing as part of the sprints and also ensuring all components are moving together and helping the rest of the team remove any impediments and helping to plan the next iteration of tasks. This will all be lead by a Product Manager who will be responsible for the Product and ensuring that the product is being created. Additional resources can be brought on such as freelancers, and gig economy workers but the team is largely responsible for the Mission and hitting the Definition of Success. A unit can have multiple teams and how they are subdivided will be based on the strategy that pursue but largely they should be divided based on the customers they will be addressing. Further each unit is overseen by a director who will be responsible for a maximum of 6 units. Their objective is to oversee the functions of their units and split units that are getting too big into their own unit, reducing the scope of the work each unit takes on and finally consolidating units that are not fitting scope.

Healthy conflict in debating ideas is good, we will debate the ideas and call out anything we see as holes in those ideas. We need to do this to prevent bike shedding. We don’t reward postering of egos. Ideas need to be debated for merit and strength and the good of the team. Any ideas that are egotistic because it makes an individual better but not the team as a whole better will be rejected.

We must think through big Ideas deeply before we commit resources. It is easy to get into the trap of doing too much and spreading ourselves thin so it is important to really dive deep. Write a 2-6 page narrative on big ideas. Think through, break apart and deconstruct and idea to its elements and the essential business model needed to execute. We think in language and writing should be how we describe and think through how we go through ideas. Use this as the point of context in any discussion.


Every person needs to be taken care of at a personal level as well as career development, and current development. This means we need to ask the following questions quarterly:

  • Where do you want to be in 18 months?
  • What can we do to help you get there?
  • What do you think is holding you back from getting there?
  • How can I help?

A weekly 1:1 needs to ask the following:

  • What’s on your mind this week?
  • On a scale of 1 to 5 how do you feel? Why do you feel that way?
  • On a scale of 1 to 5 how do you feel about work? Why do you feel that way?
  • What one thing can make you happier?
  • What one thing could be eliminated to make you happier?
  • What feedback do you have for me?

Influence and leadership

• Ensure the other person’s maslov’s hierarchy of needs are being met