The running theme underlying this post is having a clear, purposed vision for the company and tying everything that happens to that vision. Providing a vision

The running theme underlying this post is having a clear, purposed vision for the company and tying everything that happens to that vision. Providing a vision is the most important task for the management and leadership of a company. It permeates their conversations with other leaders who continue to spread it down. The open questions mentioned in the article shouldn't be taken literally. > What’s the soonest we could get this done? > What would you need to get this done tomorrow instead of next week? > What would we need to do to get twice as many customers? Ten times as many customers? These are focused questions whose answers reveal the critical pieces needed to achieve the vision. They strip away all the redundant and nice to have features leaving the core of what is truly necessary to build. That becomes the team's focus. The questions are a thought experiment exercise that help inform and empower teams to say no to and ignore unnecessary work in the short term in pursuit of the vision. Other parts of the article are about culture: > Elevate each cross-functional partner you work with When you work with excellent people, you want to be excellent too. We see this in every aspect of life - people with physically active friends tend to be more physically active, people with ambitious friends tend to be more ambitious etc etc. And what is culture but the manifestation of vision and will. Leaders and managers who incorporate these principles are the ones I want to work with. They are passionate, discerning, ambitious, and empathetic. They are rare but lead to a culture and work that feels gratifying.