The key to culture is it's a framework for making decisions. And if it's baked into your culture, people learn how to make decisions across that culture without you ever saying anything. You never have to really do anything except watch and promote and move people around.

Transparency people talk a lot about, it's a goal everybody ascribes to but when push comes to shove, very few people actually adhere to it.

It's never a metric, it's where the person is going or not. Metrics are used to make things work better, but don't necessarily make a business better.

It's actually a good thing if you do reference checks on somebody and half the people you call say they are a micromanager and the other half say they actually give me a lot of responsibility. That's a feature not a bug.

The key metric of whether you've succeeded is what fraction of your employees use that dashboard everyday.

You can build the most important companies in history with a very simple to describe concept. You can market products in less than 50 characters. There is no reason why you can't build your company the same way. So force yourself to simplify every initiative, every product, every marketing, everything you do. Basically take out that red and start eliminating stuff.

You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.