What is the one thing I do that is really important to the company?

Humble, hungry, and smart

1. Build and maintain a cohesive leadership team.
	a. Meetings should be compelling.
		i.   Allow conflict in meetings.
		ii.  Fight about issues, not personalities.
		iii. Hold members accountable for their behavior.
		iv.  No one walks away resentful.
	b. Building of trust
		i.   Myers-Briggs Type Indicator – everybody should know each other really well
	c. No back stabbings – you can talk about an absent person if you are willing to say what
	   you’re saying to that person.

2. Create organizational clarity.
	a. Eliminating confusion within the company, especially at the executive level.
	b. Ask the following questions:
		i.   Why does the organization exist and what difference does it make in the world?
		ii.  What behavioral values are irreplaceable and fundamental?
		iii. What business are we in and against whom do we compete?
		iv.  How does our approach differ from that of our competition?
		v.   What are our goals this month, this quarter, this year, etc.?
		vi.  Who has to do what for us to achieve our goals?
	c. Focus on the essence of these questions.
	d. Don’t try to adopt every single positive value as essential.

3. Over-communicate organizational clarity.
	a. Repeat the message over and over.
	b. Keep the message simple.
	c. Use multiple mediums.

4. Use human systems to reinforce organizational clarity.
	a. Hiring profiles
	b. Perfomance management
	c. Dismissals
	d. Ask the following questions:
		i.    Is there a process for interviewing candidates and debriefing those 
		      interviews as a team?
		ii.   Are there consistent behavioral interview questions that are asked across 
		      every department?
		iii.  Is there a consistent process for managing the performance of employees 
		      across the organization?
		iv.   Do we spend time evaluating how employee behaviors match the organization's 
		      values and goals?
		v.    Do managers and employees willingly participate in the system?
		vi.   Is there a consistent process for determining rewards and recognition for 
		      employees?
		vii.  Is there a consistent process for evaluating promotion candidates against 
		      organizational values?
		viii. Are there consistent criteria for removing employees from the organization?
		ix.   Are employees ever terminated because they are poor fit within the 
		      organization's values?