Build a company that idiots could run because eventually they will.

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.

You need to simplify the value proposition in the company's metrics for success on a whiteboard.

The real thing you do is you ask a lot of questions.

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.

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.

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