Los negocios de éxito (1) crean o nos ofrecen algo de valor, que los demás (2) queremos o necesitamos (3), a un precio que estamos dispuestos a pagar… - Josh Kaufman

It is better to have an approximate answer to the right question than an exact answer to the wrong question. — JOHN TUKEY,

All growth depends upon activity. There is no development physically or intellectually without effort, and effort means work. — CALVIN COOLIDGE, THIRTIETH PRESIDENT OF THE UNITED STATES

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however — Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing — otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta — appreciation, courtesy, and respect — is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure — provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a f