• Well-run companies have strong processes, keep people accountable, know how to hire the best employees and evaluate and develop them through feedback, coaching, and generous compensation. To win, it's important to help your employees succeed at scale
• If you have the right product for the right market at the right time, go as fast as you can

• People like being managed as long as they can (1) learn something from the manager and (2) the manager can help to make a decision
• Make sure your people feel valued when they are in the room with you. Listen and pay attention to your employees to show your appreciation; Care about the company and about people so the respect accrues to you. If you need to demand respect, something is off.
• Top priority of any leader is the well being and success of your people; Leadership is not about you, it’s about service to the company and your team
• To deepen relationships, start weekly meetings with trip reports or gratitude to each person on the team
• Lead from first principles: what immutable truths can everyone agree on
• Build trust - trust means people feel safe to be vulnerable and trust means you keep your word. Trust makes it easier for people to disagree with you. Deliberately create psychological safety and help employees be their authentic self
• Don’t wait to provide candid feedback but make sure the person feels safe; Couple constructive feedback with caring
• Be encouraging and demanding: set high standards and expectations AND support your people to get there
• Be the person who gives energy, not take it away - believe in people more than they believe in themselves; Help them be courageous
• When problems occur, focus on the team dynamics as opposed to the problem only. Ask: Was the right team in place? Did they have resources needed to succeed?
• Understand your job as a leader is to build teams, assess talent, and find doers; Everybody managing a function for the CEO should be better than the CEO at that function
• Hire for potential and experience

• Prioritization: ask him or her to list the top 5 things to discuss individually and then compare it to your list. Discuss any discrepancies.
• Performance: What are you working on? How is it going? How can I help? How are you doing on your KPIs (sales, product milestones, customer feedback, budget numbers, etc.)
• Relationships: Discuss peer relationships and team dynamics: are your teams clear on vision and goal? How are you getting along in key relationships (example: Product and Engineering, Marketing and Product, Sales and Engineering)?
• Leadership: Are you guiding and coaching your people? Are you weeding the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things?
• Innovation: Are you constantly moving ahead, thinking about how to get continually better? Are you constantly evaluating new tech, products, and practices? Do you measure yourself against the best in the industry/workd?

• Review, first and foremost, operations and tactics - what are the current crises? How are you managing them out of the way? How is hiring going? How are you developing your teams? How were the staff meetings going? Were you able to hear from everyone? What wasn't being said?
• Get everyone on the same page, get to the right debate on the most important issues, and make decisions

• Only coach the coachable: people who are curious and want to learn new things; show honesty and humility, work hard and perseveres, openness to other perspectives
• “A coach is someone who tells you what you don’t want to hear, who has you see what you don’t want to see, so you can be who you have always known you could be”
• People who generate a lot of BS are not coachable because they begin believing in their own BS
• Always get back to people
• Get to the point - talk about what's going on and what needs to be done
• When things don’t go your coachees' way, acknowledge it didn’t go their way, empathize it sucks when that happens, reminder to buck up and soldier one for the team

"People are the foundation of any company's success. The primary job of each manager is to help people be more effecive in their job and to grow and develop. We have great people who want to do well, are capable of doing great things, and come to work fired up to do them. Great people flourish in an environment that liberates and amplifies that energy. Managers create this environment through support, respect and trust.

Support means giving people the tools, information, training, and coaching they need to succeed. It means continuous effort to develop people's skills. Great managers help people excel and grow.

Respect means understanding people's unique career goals and being sensitive to their life choices. It means helping people achieve these career goals in a way that's consistent with the needs of the company.

Trust means freeing people to do their jobs and to make decisions. It means knowing people want to do well and believing that they will."

• Never put up with people who cross ethical lines - harassment or mistreatment should not be tolerated
• If you’re spending a lot of time managing a person or if the person consistently is looking out for their self interest as opposed to interest for the firm, it’s time to let the person go
• Employees who stop learning will eventually be unable to add value to the firm
• Recognize that letting people go is a failure of management - make sure people leave feeling respected with their heads held high; you can’t let them keep their job but you can let them keep their respect; Be clear about letting someone go upfront in the conversation and go through reasoning and provide details; Be respectful and understand that the firm is bigger than any one person

• Board serves the CEO and company
• Board meetings should start with operational updates: board needs to know how the company is doing so be honest and candid. Also, send pre-reading and remove board members who do not do the pre-assignment; Share lowlights along with highlights
• Board members should be smart people with good business experience who care about the company and helping the CEO

• Smart: the ability to get up to speed quickly in different areas and make connections
• Hardworking with integrity and grit
• Team player - willing to give things up for the good of the team and excited about other people's success
• Smart risk taker and willing to stand up for what is right
• Players who show up, work hard and have impact everyday - win right with commitment, integrity and teamwork - doesn’t fight for credit; treats everyone as a person

Have permission to be empathetic - “To care about people you have to care about people”

• Treat everyone with respect and care about the whole person which includes their families; get to really know the important people around your employees
• When an emergency happens, show up for people - drop what you’re doing and go
• To succeed, foster a team that cares for each other