brmeyer/the-open-organization.txt

## the-open-organization.txt
The best ideas win regardless of who they come from.
Encourage and expect open, frank, and passionate debate.  Let them know I expect them to tell me if my idea is shit.
Bottom-up culture
Worry les about whether or not things are done precisely as I would choose.  Be hands-off enough to allow people to direct themselves and make decisions.
Have thick skin and allow extensive and relentless feedback.
Help employees see the higher purpose for their work.  That sense of purpose is the best intrinsic motivator.
Purpose: removing technical roadblocks and providing innovative solutions that allow clients to improve the world more effectively and quickly.
A manager's task is to create a work environment that inspires exceptional contribution and that merits an outpouring of passion, imagination, and initiative.
Allow and spark emotion.
Hire motivated people and inspire them, rther than skilled people and motivate them.
When interviewing, ask questions that show how *curious* they are about things.  What projects (software or otherwise) are you proud of?  What are your hobbies?
Have mailing lists and other means of public communication to recognize and reinforce passion.  Acknowledge good work and encourage open/blunt communication.
But keep the passion fires in check -- heated arguments tend to tune out facts and merits, becoming destructive.
If employees take psychological ownership, even average employees can perform at high levels.  They need to be engaged with and understand the strategy (what and how).
Don't sugar-coat bad news.
People want context, whats, and whys.
Be accessible, answer questions, admit mistakes, and say you're sorry.  Builds credibility and authority.
Engaged employees require you to explain your decisions.
Meritocracy != democracy.  Everyone has a chance to be heard, but everyone's opinion is not equal.  Individuals that have shown themselves to be leaders in a topic are the ones with clout and decision making power, regardless of position in the org chart.
Meritocracy leaders are chosen by peers and defined by sustained contributions.
Instead of brainstorming and "no bad ideas", debating ideas tends to create the most new ideas.
Hold one on ones, but allow employees to set the agenda ahead of time.  Don't set it yourself, making assumptions about what's important.
Always include team in decision making.  It's not a democracy -- ultimately, decisions are yours.  But it's a way to get fresh opinions and provide satisfaction.
Don't be afraid to describe incomplete plans.  The ambiguity is a great time to facilitate engagement.
Articulate higher-level goals, but don't feel like you have to spell out implementation.  Let skilled employees (help) fill in the details
Leadership is the art of getting things done through other people
Allow prototyping/experimentation that fails fast, rather than spending so much time analyzing and designing up front.  In the end, takes less time.
Have enough confidence to admit you don't have all the answers!
	The best ideas win regardless of who they come from.
	Encourage and expect open, frank, and passionate debate. Let them know I expect them to tell me if my idea is shit.
	Bottom-up culture
	Worry les about whether or not things are done precisely as I would choose. Be hands-off enough to allow people to direct themselves and make decisions.
	Have thick skin and allow extensive and relentless feedback.
	Help employees see the higher purpose for their work. That sense of purpose is the best intrinsic motivator.
	Purpose: removing technical roadblocks and providing innovative solutions that allow clients to improve the world more effectively and quickly.
	A manager's task is to create a work environment that inspires exceptional contribution and that merits an outpouring of passion, imagination, and initiative.
	Allow and spark emotion.
	Hire motivated people and inspire them, rther than skilled people and motivate them.
	When interviewing, ask questions that show how curious they are about things. What projects (software or otherwise) are you proud of? What are your hobbies?
	Have mailing lists and other means of public communication to recognize and reinforce passion. Acknowledge good work and encourage open/blunt communication.
	But keep the passion fires in check -- heated arguments tend to tune out facts and merits, becoming destructive.
	If employees take psychological ownership, even average employees can perform at high levels. They need to be engaged with and understand the strategy (what and how).
	Don't sugar-coat bad news.
	People want context, whats, and whys.
	Be accessible, answer questions, admit mistakes, and say you're sorry. Builds credibility and authority.
	Engaged employees require you to explain your decisions.
	Meritocracy != democracy. Everyone has a chance to be heard, but everyone's opinion is not equal. Individuals that have shown themselves to be leaders in a topic are the ones with clout and decision making power, regardless of position in the org chart.
	Meritocracy leaders are chosen by peers and defined by sustained contributions.
	Instead of brainstorming and "no bad ideas", debating ideas tends to create the most new ideas.
	Hold one on ones, but allow employees to set the agenda ahead of time. Don't set it yourself, making assumptions about what's important.
	Always include team in decision making. It's not a democracy -- ultimately, decisions are yours. But it's a way to get fresh opinions and provide satisfaction.
	Don't be afraid to describe incomplete plans. The ambiguity is a great time to facilitate engagement.
	Articulate higher-level goals, but don't feel like you have to spell out implementation. Let skilled employees (help) fill in the details
	Leadership is the art of getting things done through other people
	Allow prototyping/experimentation that fails fast, rather than spending so much time analyzing and designing up front. In the end, takes less time.
	Have enough confidence to admit you don't have all the answers!