The Handbook:

teams, reframing, federation, & investment


1. Get people together in teams.
2. Decide what you want from your work.
3. Agree on big ambitious goals!
4. Have the guts to own your vision.
6. Planning
7. Do what you want to do.
11. Ten ways people micromanage without realizing it:
13. Ready, fire, aim!
14. Guys like sports metaphors.
15. Start together, huddle at halftime, finish together.
16. List agreed-upon action items.
17. Finish what you start.
18. Teams work together in the same space.
20. Everyone on a team does hands-on work.
21. Celebrate jobs well done.


23. What you measure is what you get.
24. Mentor.
25. Let others lead with you.
26. Problems in “communication” are problems of responsibility.
27. Start company change with someone who feels responsible.
31. Ask for advice.
32. Read the writing on the walls.
33. Seek out trouble early on.
35. For a good relationship with another person:
36. Turn blame and hurt into play.
37. “Beyond our comfort zone is terror.
38. Work together to fix problems.
39. Don’t let obstacles come between you.
40. Find ways that your coworkers can be heroes.
41. Visual/auditory/kinesthetic learners
42. A shortcut to personality types
43. The organizational life cycle
44. Love.
45. Put yourself in their shoes.
48. Influence


50. Redesign responsibility traffic-jams.
51. Align your interests.
52. Back off.
57. Partner up for broader perspective and resources.
58. Limit your group size.
59. Divide to agree.
61. Coordinate teams.
62. Inspired coworkers can start their own teams.
64. Choose your representatives.
65. Give representatives term limits.
67. Would you rather talk about it or do something?
68. Different ways for groups to agree.
71. What makes many smarter than a few
72. Stop discrimination.
73. Put big issues to a popular vote.
74. Amendments keep a Constitution alive and fresh.
76. Representative departments can limit each other’s actions.
77. Departments can limit the central office.
78. Divide and prosper.
79. Independent “action teams” take initiative.
80. Kick screwups out of office.
81. Interpersonal rules


82. Use five core concerns to build better relationships.
83. “Be the change you want to see.”
84. Form new habits through regular behavior.
86. Everyone has desires and traits you haven’t yet seen.
87. Don’t kill the things you love.
89. Free speech.
90. Go public with your reputation at work.
91. Let people literally invest in your personal reputation.
96. The company’s general accounting office becomes the bank.
97. People need to follow the rules they make.
101. Choice + commitment = freedom.

77. Departments can limit the central office.

Departments give the central office powers to do what the departments cannot do on their own.  Departments in a company should be able to block rules from the central office.  Departments choose representatives to a central office and approve their limited powers.

If the central office decides that the office will be open on Saturdays and everyone is required to come to work, yet many departments have people who won’t have anything to do, the departments should be able to block that decision.  The central office probably shouldn’t even have the power to decide office hours.

One benefit to checks and balances is that different points of view and information becomes clear about each team’s needs and desires.

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