“Check-In Rounds” from Sociocracy
The Enneagram
- Website: The Enneagram Institute
- Book: “The Enneagram in Love and Work” by Helen Palmer
“For the People” Metrics
Repetition Exercise by Sanford Meisner
"Office Hours" or “Open Door” Policies
Regular One-on-One Meetings
Book: “Emotional Intelligence” by Daniel Goleman
Recruiting for Emotional Intelligence (EQ)

It is important to treat humans like humans, and humans have emotions.
Since our emotions drive more of our decisions than our logic, it is important to recognize emotions as a conscious participant in our decision-making process.
- CAUTION: According to biology, the decision-making portion of our brain is directly connected to the emotional-memory portions of our brain, but only indirectly connected to the logic and language centers of our brains.
Acknowledge, respect, and embrace the emotional states that each person brings to every interaction.
- CAUTION: Day-to-day emotional variations can cause the same person in the same situation to respond completely differently, based on what has happened before the interaction.
- TIP: Pay attention to which emotions match the current situation, and which match the previous interactions of your day.
Do not ignore emotional responses; emotional reactions to present situations are great pre-indicators of important issues arising before they can be consciously articulated.
Foster a corporate culture that encourages emotional intelligence at all levels.
- TIP: You can test for Emotional Intelligence during the recruiting process.

O1.2 Emotional Intelligence

“Begin with the end in mind”
- Book: “7 Habits of Highly Effective People” by Stephen Covey
Intent-Based Leadership
- Video: “Greatness” by David Marquet
- Book: "Turn This Ship Around" by David Marquet
“For the People” Metrics
Portfolio Vision
Strategic Canvas
Objectives & Key Results (OKRs)
- Scaled OKRs with Larry LaSalle
List of Prioritized Epic Problems a.k.a “The PEP Talk”

To achieve better outcomes, “Begin with the end in mind.” (Stephen Covey, “7 Habits of Highly Effective People”)
Strategic themes and goals are needed to ensure that the organization is progressing in the same direction.
- CAUTION: To avoid a political tug of war between different factions in leadership, use time-boxed discussions built around the collection of evidence both in support and in opposition.
- TIP: Seek agreement to try a time-boxed experiment instead of unanimous agreement.
Develop common definitions as a means of centralizing diverse viewpoints from multiple sources.
Make goals clear, and continuously available to all, so that it is not difficult for everybody within the organization to understand and follow them.
Regularly review and adjust goals in response to market and organizational changes.

O1.1 Goal-Based Leadership

Multicultural Potluck
Diversity Action Committees
Hiring Demographics
- Video: “Jessica Heidt's Contribution to Gender Equality at Pixar”
Controlling for Bias
- Article: “How To Make Job Interviews Less Horrible” by Greg Rosalsky
- Book: “Thinking Fast & Slow” by Daniel Kahneman
- Book: “Noise” by Daniel Kahneman

Diversity is not enough; Diversity, Equity, Inclusion, and Access are all important.
- WARNING: Speaking up on behalf of a marginalized group is not the same thing as giving someone from a marginalized group a seat at the table.
The goal is not acceptance, integration, and uniformity but holding space for multiple, diverse experiences to coexist concurrently.
- TIP: Learn how and strive to support ideas that you yourself do not personally believe in.
It is not the responsibility of the marginalized population to educate others.
Self-identification with marginalized groups is very personal. Do not force people to participate in dialogue or action.
- CAUTION: You can create space for marginalized groups to step forward, but whether or not they take the space is their choice.
- TIP: To help create a safe space, ask for volunteers in general terms (never directed at anyone in particular) and provide a way for volunteers to step forward in private (or not) before going public.
Diversity in leadership is important and helps to demonstrate a commitment on behalf of the entire organization.
Speak up when you hear marginalizing statements, jokes, etc.; a lack of response is perceived as acceptance and encouragement.

“Not every idea can become a great idea, but a great idea can come from anywhere.” - adapted from Pixar’s “Ratatouille”
New ideas need time and space to develop; even the greatest ideas can look troublesome in the early stages.
- TIP: Cultivate innovation as an organization-wide practice.
- WARNING: Do not use popularity within the organization as a guide; adoption by customers is the true measure.
Have one transparent system in place to openly accept, review, and process ideas across the entire organization.
- CAUTION: Be clear up front that not all ideas will be pursued, but emphasize that all ideas will get a fair evaluation.
It takes multiple people with a variety of skills to grow an idea into a great idea; encourage all employees, regardless of role or level, to contribute.
- TIP: Hold events to promote ideation, and allow people to participate in any role, regardless of their current position. It’s a great way to grow new skills!