If you have to have a policy manual, publish the 'Ten Commandments.'

Is what I'm doing or about to do getting us closer to our objective?

The world is divided into two classes of people: the few people who make good on their promises (even if they don't promise as much), and the many who don't. Get in Column A and stay there. You'll be very valuable wherever you are.

It's a poor bureaucrat who can't stall a good idea until even its sponsor is relieved to see it dead and officially buried.

Getting there isn't half the fun - it's all the fun.

If people are coming to work excited. . . if they're making mistakes freely and fearlessly. . . if they're having fun. . . if they're concentrating on doing things rather than preparing reports and going to meetings-then somewhere you have leaders.

Compromise is usually bad. It should be a last resort. If two departments or divisions have a problem they can't solve and it comes up to you, listen to both sides and then pick one or the other. This places solid accountability on the winner to make it work. Condition your people to avoid compromise.