Remember that if the idea meritocracy comes into conflict with the well-being of the organization, it will inevitably suffer.

Declare “martial law” only in rare or extreme circumstances when the principles need to be suspended.

Be wary of people who argue for the suspension of the idea meritocracy for the “good of the organization.”

Recognize that if the people who have the power don’t want to operate by principles, the principled way of operating will fail.

Remember that the who is more important than the what

Recognize that the most important decision for you to make is who you choose as your Responsible Parties.

Understand that the most important RPs are those responsible for the goals, outcomes, and machines at the highest levels.

Know that the ultimate Responsible Party will be the person who bears the consequences of what is done.

Make sure that everyone has someone they report to.

Remember the force behind the thing.

Hire Right, Because the Penalties for Hiring Wrong Are Huge

Match the person to the design.

Think through which values, abilities, and skills you are looking for (in that order).

Make finding the right people systematic and scientific.

Hear the click: Find the right fit between the role and the person.

Look for people who sparkle, not just “any ol’ one of those.”

Don’t use your pull to get someone a job.

Remember that people are built very differently and that different ways of seeing and thinking make people suitable for different jobs.

Understand how to use and interpret personality assessments.

Remember that people tend to pick people like themselves, so choose interviewers who can identify what you are looking for.

Look for people who are willing to look at themselves objectively.

Remember that people typically don’t change all that much.

Think of your teams the way that sports managers do: No one person possesses everything required to produce success, yet everyone must excel.

Pay attention to people’s track records.
