1. Set the bar high
2. Point out the miss
3. Be supportive

I have really high expectations of you. I like it when you _____, but you didn't do that in this case. Is everything OK?

Plans are useless, but planning is essential.

1. Pick 2 activities to eliminate from your calendar
2. Pick 2 activities to add to your calendar
3. Pick your two weakest McCallum questions
4. Your OKRs for the next month

1. System 1: Gut
   1. First principles
   2. Past experience
2. System 2: Thinking
   1. Stored, accessible analytics

1. Results oriented?
2. Internally directed?
3. Other focused?
4. Externally open?

• Values (life story)
• Flight risk
• Emotional investment
• 1-10, contingent upon ___
• Bullet or barrel
• Superpowers
• Deadly Risks

• What skills do they want to improve?
• What technical and non-technical experiences do they want to have?
• How do they want to increase their scope of impact at the company?

• Standup should be milestones, so:
  • What did you do since last standup?
  • What will you do before the next standup?
  • Are you blocked?
  • Confirm / revise time estimates
• AFTER standup: meet, if necessary, to replan
• My role: Ensure standup happens
• Your role: do your work
• Not a management status meeting.

1. Presence
2. Density
3. Intensity

• Nobody Likes To Be Told What To Do: When we tell people what to do, they resist. Ask questions instead. Support “change talk.” Ignore “sustain talk.” 
• Use “OARS”: Ask open questions. Affirm their strengths. Lots of reflective listening. Summarize. 
• Shift The Ratio Of Change Talk To Sustain Talk: Ask questions that provoke DARN: Desire, Ability, Reasons and Need. This gets them focused on changing instead of sustaining. 
• Develop Discrepancy: Ask questions that evoke the discrepancy between their values and behavior. 
• Evoke Hope: Get them to reflect on previous successes in changing behavior. Get them to apply those lessons to the current issue. 
• Planning: Ask “So what’s next?” Use questions to get them to clarify and make a concrete plan. Summarize. Present possible challenges so they can troubleshoot and solidify the agenda.

1. Desire: I want to lose weight
2. Ability: I want to run a marathon but I don't think I can do it
3. Reasons: I want to exercise so I have more energy
4. Need: I need to get in better shape

• "How do you want your life to be different a year from now?” provokes Desire statements. 
• “If you did really decide you want to lose weight, how could you do it?” can get Ability responses. 
• “Why would you want to get more exercise?” gets you Reasons. 
• “How serious or urgent does this feel to you?” evokes Need.

1. Clarity of thought and communication
2. Judgement about people
3. Personal integrity and commitment

1. McCalllum's Key Questions
2. OKRs, Black Box, Leverage
3. Cognitive Distortions
4. S1 and S2
5. Drake's Equation
6. Minto Pyramid Principle

Where other companies stop, we find a way.

Culture is the way people treat each other.

1. Communicate priorities and common goals
2. Divide work and authority
3. Deliver results
4. Evaluate performance
5. Repeat and improve

1. Describe very difficult problem
2. Respondent says "no problem"
3. You say: "Great! Can you describe my problem you'll solve?"

1. Worldview
2. Future Expectations
3. Self-image

1. Autonomy
2. Access
3. Community

Meetings are not an activity, they are a medium.

N = Ax * Bx * Cx ...

1. Self blindness
2. No-problem syndrome
3. Belief in the central dogma of academic psychology

• Understand the problem
• Manage the flow of ideas
• Maintain quality

• Success or failure often turns on minuscule differences in problem definitions
• Leaders recognize this, hackers get bored once "it works"
• Encourage everyone to "read the spec", or understand the problem
• Resolve arguments by referring back to the original problem
• Get to a common understanding of the problem
• Is the argument about a difference in the solutions or a difference in the problem it solves?
• Ask!

• Contribute a clever idea to the team
• Encourage copying of useful ideas
• Elaborate on an idea that a teammate contributed
• Drop your idea in favor of one the team wants to develop
• Refuse to drop an idea until everyone on the team understands it
• Resist time pressure, listen when other people explain ideas
• Test ideas contributed by other people
• Withhold quick criticism of ideas -> keeps them flowing
• Make it clear that you are criticizing the idea, not the person
• Test your own ideas before offering them
• Encourage the team to drop ideas that worked before, but no longer
• Revive a dropped idea later

• Measure quality as the project progresses
• Design tools / processes to test quality as you build a solution
• Measure the speed of the implementation, compare to schedule, be prepared to change the solution procedure
• Step back and assess viability, refresh perspective
• Check ideas with the customer before building
• Restore morale when an idea collapses

1. Situation
2. Complication
3. Question
4. Answer

1. Information gathering
2. Nudging
3. Decision making
4. Being a role model

Thinking is bottoms-up. Communicating is top-down.

Control your destiny, or someone else will.

The intuitive has more weight than the rational.

Everything is either an incremental improvement or a big bet.

1. How do you get a group of people working together towards common goals?
2. How do you give the right amount of responsibilities?
3. How do you make sure the job gets done?
4. How do you know how things are going?
5. How do you do all of this with respect for others?

1. Objectives for the team?
2. What chain of events should repeat over and over again?
3. What humans and machines are available?
4. How to combine them so that:
   1. Cost > Price > Perceived value?

Speed kills detail and increases noise.

1. 2 people write a story (not a list) about the current plan, fast-forwarded and assuming disaster
2. 2 people write a story about how the current plan will lead to success
3. Retrospective: Should we change anything about the plan?

A good decision today is better than a great decision tomorrow.

1. Is everyone on my team being fully utilized?
2. Are they working on the highest leverage things?

A healthy outcome comes from a healthy pipeline.

Orville Wright did not have a pilot's license

1. Must-dos to execute strategy and ambitions
2. Process based or outcomes based
3. Nests together at all levels

1. Measurable
2. Time-bound
3. Ambitious (60% achievable)

1. Schedule
2. Quality
3. Features