Chris Salvato

First delete what you can (if you don't add back 10%, you didn't delete enough), then simplify what's left, then speed it up, then automate only what truly adds value.

The most important thing to do is make sure we are asking the right questions. Most engineering failures come from tackling problems that should never be tackled, or tackling them from the wrong angle. I always ask: What are we trying to accomplish? Who made this requirement and why? Can we delete it? The most dangerous requirements are the ones we don't question.

Discover the real problem by rooting out assumptions. Define it clearly. Then brainstorm and Develop multiple solutions to Deliver the right thing. Skipping Discovery and Development of ideas means doing the wrong thing.

I learn best by asking pointed questions, not by reading docs. So I ask a ton of them. They are not a challenge, just a probe. The highest performing teams are great at asking and answering questions quickly.

Every communication needs to move us closer to taking action. Docs are usually not the best for this. Conversations and whiteboarding is better. Docs help refine thinking but then let's talk through it.

I'm allergic to sugar-coating. Be brutally honest - blunt feedback over diplomatic language. I strive to keep trust batteries charged so we can sacrifice tact for honesty and directness.

If I know what's important to you, I'll move mountains to help you get it. If I don't know, I can't help effectively. Be explicit about your goals and what success looks like for you.

I believe people closest to the problem should be the ones making decisions. Extreme Ownership is the most effective way to operate, so I own all the decisions of my team (blame is mine, credit is yours). At the same time, I believe in deferring to leadership when there's context missing from the edges.

I'm confident in my positions but my mind changes instantly with credible counter-evidence. Challenge my thinking - I welcome it. Come with strong opinions based on your research.

When deciding, I sacrifice "perfect" for "good enough." Bad decisions can be fixed with future choices. I use data to inform decisions but don't obsess over data or metrics. Many critical factors aren't measured.

Similar to making sure we ask the right questions, it's best to decide based on principles we all believe in. I spend a lot of time aligning on and defining these principles. Once principles are defined, deciding is fast.

I belive the best way to move quickly is to ease my foot off the pedal to move a bit more slowly, but with more control. I believe in speed, but found that being full throttle counterintuitively slows us down.

It annoys my family that I am terrible at a new board game the first 10 times, then suddenly never lose. At work, I may take longer than expected to get started and get my bearings, but then become unstoppable much faster. Please be patient during my ramp period.

No problem is unsolvable, though solutions may require creativity. I'm solution-oriented and will help you find a way through any obstacle. Don't struggle in silence.

It's better to let some things slide while focusing on what's truly important. If I feel we're working on something that's a waste of time, I will let you know immediately. Please do the same.

I care very deeply that we see the world as it is and act on the truth. That means debate and discussion to understand what's real, what's not and what's biased so we make the best decisions. Some people find this frustrating, but it can be very fast with practice.