Customers know why, teams know how. Finding the what is the result of knowing both why and how. Ensuring teams are comfortable knowing why something needs to be done improves results dramatically.

Chasing outputs without a clear direction is unfruitful. It’s best to produce (and ship) one impactful thing than three meaningless ones.

Long are the days where bootstrapping a project would take two weeks. Any capable team, small or large, can boostrap their setup for a new project in a matter of a work day. The sooner the customer is involved, the better.

Dynamics and experience result in process. When a process gets in the way of conversation and learning, results are compromised. The point of process is to optimize results, not the other way around.

Writing is not meant to be the starting point for understanding. Always start with conversation, commit to really understand a problem, and summarize the important points afterwards.

Estimates are useful when variables are controlled. A simple problem with a predictable solution can be estimated. That’s not the usual case with software, though. It’s much better to identify the smallest problem to be solved and go from there.

Getting together to discuss an idea visually goes an incredibly long way. Not only does it level the playing field for shared understanding, it boosts retention, fosters connection, reduces waste, and improves efficiency. It doesn’t mean you should not write something down when necessary, but it shouldn’t be the main vehicle for achieving understanding.

It’s best to ask “that dumb question” than assume something that is not clear. There is no shame in asking a question that everyone but you knows the answer to.

Ninjas have a reputation for getting things done; their way or the high way. Poor culture workplaces usually have them, and it’s unhealthy and unsustainable. Starting off strong with a culture of collaboration, humanity, and respect pays off every time.