Evaluate accurately, not kindly.
1. In the end, accuracy and kindness are the same thing. 2. Put your compliments and criticisms in perspective. 3. Think about accuracy, not implications. 4. Make accurate assessments. 5. Learn from success as well as from failure. 6. Know
Provide constant feedback.
Source: Ray Dalio's Book Principles
Understand that you and the people you manage will go through a process of personal evolution.
1. Recognize that personal evolution should be relatively rapid and a natural consequence of discovering one’s strengths and weaknesses; as a result, career paths are not planned at the outset. 2. Understand that training guides the process of personal evolution.
Remember that in great partnerships, consideration and generosity are more important than money.
Be generous and expect generosity from others. Source: Ray Dalio's Book Principles
Great people are hard to find so make sure you think about how to keep them.
Source: Ray Dalio's Book Principles
When considering compensation, provide both stability and opportunity.
1. Pay for the person, not the job. 2. Have performance metrics tied at least loosely to compensation. 3. Pay north of fair. d. Focus more on making the pie bigger than on exactly how to slice it so that
Don’t hire people just to fit the first job they will do; hire people you want to share your life with.
1. Look for people who have lots of great questions. 2. Show candidates your warts. 3. Play jazz with people with whom you are compatible but who will also challenge you. Source: Ray Dalio's Book Principles
Think of your teams the way that sports managers do: No one person possesses everything required to produce success, yet everyone must excel.
Source: Ray Dalio's Book Principles
Pay attention to people’s track records.
1. Check references. 2. Recognize that performance in school doesn’t tell you much about whether a person has the values and abilities you are looking for. 3. While it’s best to have great conceptual thinkers, understand that great experience and
Remember that people are built very differently and that different ways of seeing and thinking make people suitable for different jobs.
1. Understand how to use and interpret personality assessments. 2. Remember that people tend to pick people like themselves, so choose interviewers who can identify what you are looking for. 3. Look for people who are willing to look at