2. **Full power stocks:** These are not ESOPs. Ownership in your work is rewarded with real ownership in the company, not its illusion.
3. **Dividend based:** We do not value paper returns (like VC the path does). All equity yields annual cash flow for its holders.
#### 3. Ascend Paths When growth doesn't occur within a system, it occurs outside. And it costs the system it's existence. Ascend path is a guided journey for individual growth within the organization, designed for 10x growth in wealth in 3 years. {% content-ref url="/pages/-MB0tsZhPapoBZ665Ou5" %} [Basics of Ascending](/evolving/basics-of-ascending) {% endcontent-ref %} #### #### 4. Psychological Safety Keep all your neurons aligned towards achieving success. Safety does not come from delusional promises of permanency or setting mediocre expectations. Ephemerality is the fundamental nature of the universe. \ \ Safety comes **from being in control.** We help, by striving for an [obvious-less office](https://medium.com/buidl-labs/building-an-obvious-less-office-3ee74d859a89). # Applying We see ourselves as a sports team, that is built to win. We spend significant energy to scout, develop, and cut to ensure champions in every position. We are a remote-first team. We expect self-responsibility, ownership mindset, and mindfulness in the individuals we invite. We call them A(utonomous)-players. Read more: {% content-ref url="/pages/-MB0tsZKq-XACWWUg6bx" %} [A-Player Attributes](/starting/a-player) {% endcontent-ref %} ### Application Process
2. **Getting at ease with each other |** Zoom \ A 15-minute zoom call to deep dive into your journey with an additional 15 minutes, for any questions you may have. We encourage you to document them beforehand.
3. **Doing a dry run |** Slack \ We'll invite you to work with us on a weekend work sprint and get a glimpse of what it would be like working with the team. Commitment requires conviction. This is your moment to build that.
4. **Setting up a win |** Zoom \ It is sub-optimal to commit to a journey without an idea of where it leads. We'll help you set day 45, medium-term, and long-term wins, with a visible path to achieving them.
5. **Inviting you onboard |** Slack \ We hope you accept. ### **First 45 Days** > Stoploss is a method used in the financial markets to limit loss from a trade that goes wrong, as a method to manage risk. Day 45 is your stop loss. We want to be your happy place. Sometimes, we fail. Day 45, is when we'll strongly ask you to observe yourself here. Are we your ideal spot?\ \ If the answer isn't obvious, we'd encourage you to walk away. No strings attached.
### Open Positions {% embed url="
2. **Success Pay:** This is a function of the process you are the part of and usually adds another \~1x on your base pay. Success payouts occur when you win.
3. **Equity:** This kicks in at level 3 as an additional percentage of your base and is dispursed monthly through liquid tokens.
4. **Equity-based dividends:** Dispersed annually, and in equal-weighted ratio of token holdings. This structure eliminates the need for a manager that decides your price.\ Instead, it lets your actions do it in a permissionless environment. Thus, putting you in control. The system is designed to afford personal growth with unlimited upside and limited downside. Recommended read: {% embed url="
### Engagement Contract Contracts are documentation of our expectations from each other. We do 6-month [194J contracts](https://cleartax.in/s/section-194j/) that are set to auto-renew. [Why 6 months?](https://playbook.thevantageproject.com/succeeding/6-month-audit) {% content-ref url="/pages/-MB0tsZIkpt5rKkRU5ji" %} [Compensation Principle](/starting/compensation-principle) {% endcontent-ref %} We have designed them to be: 1. **Simple**\ Jargons don't help establish trust. Information does. We include 'just enough' information that is needed to empower you.
2. **Transparent**\ Trust is a fickle instrument. A commitment made without absolute visibility on what it is that is being committed to, is a farce.
3. **Human-readable**\ Consent needs to be explicit. That requires errorless communication. # Short-Term Hires For individuals that are a good fit, but are not here for the long-term game. Sometimes, we recruit short-term hires to plug in immediate gaps. That does not mean that the engagement has to have a short expiry. The 'short-term' merely refers to their currently communicated desire. These are used if and when a need arises and on a per-project basis. Short-term engagement work the same as long-term engagements except: 1. No compounding benefits like equity, ascend rewards or dividends. 2. Only eligible for level 1 and level 2 roles. 3. Payouts are on per-project basis. 4. No ascend path, day 45 checkgate. 5. No ask of using the DKR + feedback loops. Usage is, however, encouraged. # Guest Co-passengers When being here doesn't make sense yet, but our vantage is still valuable. We have documented our vantage over the years and structured it as a work path called 'Observing Value'. We invite everyone to use it. Access is: 1. **$9.99/month:** To incentivize sincerity on the seeker's part, and motivation on ours. 2. **Currently, invite-only:** Request access from anyone in our team, on twitter. The invite also provides access to our community and the following themed slack channels: 1. \#learning- 2. \#mastering- 3. \#pulse- {% hint style="info" %} Currently, the 'Observing Value' path is being upgraded and is inaccessible. {% endhint %} # Realignment Solitude Long term games with Long term players. It is certain that there will be moments where work isn't giving you the same kick as it used to.\ Motivation will drop and so will Productivity. This moment needs an affordance to self-discover **Re-alignment.**\ And self-discovery occurs in **Solitude**. This routine creates breathing space for both of them to be possible. ### ### How does it work? Realignment solitude is a period of upto 20 days with the following stages: 1. **Getting on the same page** \ When everyone doesn't share the same view, it creates mistrust. Mistrust wastes neurons. \ To be able to see the dissonance in its entirety is crucial. This requires a level of pure vulnerability with oneself.\ 2. **Solitude** 1. **Moving to a side chain** | upto 5 days \ Responsibilities get reduced and off the time-bound main chain, where failure is dispensable. This is a pressure free space for self-observation. And an opportunity to rediscover the joy of creation.
3. **Re-alignment** 1. **Performing upgrades to the side chain.** | upto 15 days \ Do what you like, until you like to 'do'.\ \ Choose a role that inspires you. Get started and build momentum. The goal is to fall in love with winning again. The role may be one that already exists within the system, or maybe entirely new and unrelated to our current vector.
2. **Merging back on the main chain |** additional 5 days \ Now that we have you back, take up incremental responsibilities until you are indispensable again. \ \ Sometimes, merging may not be the right thing to do. In that scenario, '[Civilized Goodbyes](https://playbook.thevantageproject.com/leaving-tvp/civilized-goodbyes)' kicks in. # DKRs and Goal Setting Desires. Not Objectives. ### Desires What would you like to achieve this month. Let your ambition write and self-observation edit.\ This is a statement of intent and subjective. ### Key results What outcomes will need to occur for that output to not be untrue? This is that checklist.\ Use [SMART](https://youtu.be/U4IU-y9-J8Q?t=19) framework here.
### Example DKR for level 2: **Desire:** Mine all revenue opportunities within X from this cycle **Key Results:** 1. 5 opportunities validated by 7th. 2. 3 proposals submitted by 14th. 3. 100k worth of proposals accepted by 30th. ### ### Writing DKRs Desires get refreshed at the following frequency: 1. Level 1 and 2: Monthly 2. Level 3: Quarterly 3. Level 4: Annually Key Results are refreshed every month. This activity is done collaboratively with your team and on one the first Saturday of every month. # Feedback Loops DKRs + Accurate Feedback = Self-optimizing loop. Only outcomes matter. Yet, outcomes are a lagging indicator. \ Self-Observation is a leading indicator. Sometimes, that may require external help.
Here are the loops we follow: 1. [**Monthly 1:1 Status Check**](https://playbook.thevantageproject.com/succeeding/feedback-loops/monthly-status-check)\ A 1:1 observational conversation with your leader.
2. **“Help me improve” on Daily Logs**\ Invite your junior partner to help observe your schedule and help distinguish motion from progress.
3. **ETA analytics**\ ETAs are a powerful tool if the trend of their accuracy can be observed.\ *Coming soon*\
Default purpose of all loops is self-consumption. Hence, they may occur only at the individual’s desire, not by force. Cyclical events will be scheduled by default. The individual may choose to mark them as not needed. # Monthly Status Check This is an opportunity to unlock growth using the instrument of truth, executed through a 1:1 observational conversation with your leader. The conversation is anchored around the individual's current progress vis-à-vis their current ascend attributes. During the first 45 days, there are 3 additional status checks on day 7, 21, and 45. ### ### How to leverage it effectively Sometimes, switching from FPP (first-person perspective) to TPP (third-person perspective) is easier through leveraging a real third person. \ \ This is space as a detached mirror. \ You may also choose to skip it. ### Process 1. **Self-scoring by the Individual.** Including their state of mind behind the score. 2. **Junior Partner offers their lens.** Includes data, scores, and their state of mind behind them. 3. **Facetime** For threads that are more efficiently closed in a verbal conversation. [**USE TEMPLATE**](https://docs.google.com/document/d/1x1AkayvXHEQ8kwL1emXxkKf7sFIE7pTMFwCb3c1sYhw/edit?via_commande=true#heading=h.gjdgxs) ### Privacy By default, all status checks are private. They can be made public by the individual, at their volition. # ETA Culture Deadlines easily become an exercise in heroism. We nurture an existence that is rooted in observed reality, not announced bravado. **Deadlines:** "By when do you think *you'll* be able to finish X?"\ When the addressed subject is an individual's identity, it is ego that responds. **ETA:** "By when do you think, *X* will reach completion?"\ When the individual is inconsequential to the question, there exists a possibility of accuracy. # Daily Logs Learning comes from observing data, not building opinions. Opinions are ego's crutches, not action's ammunition. > **The chains of habit are too weak to be felt until they are too strong to be broken.**\ > -Samuel Johnson Answer the following questions every day: 1. What did you accomplish today? 2. What do you want to accomplish tomorrow? The answers will, in turn, help you build a lens into your reality, over time. This is the easy way to build self-accountability and growth. {% hint style="info" %} The routine is accessible with Jarvis using **/log.** {% endhint %} # Weekend Syncups ### All Motion is not Progress. Syncup up weekly with within each project team to maintain alignment between each individual's next week's path and the project goal. Done asynchronously as a [silent meeting](http://playbook.thevantageproject.com/operating-at-tvp/silent-meetings) starting at 5pm IST every Friday and concludes on Saturday 11am IST. ### Process 1. **What do you want to accomplish this coming week?** \ Use [SMART](https://www.youtube.com/watch?v=U4IU-y9-J8Q\&feature=youtu.be\&t=19): Specific, Measurable, Achievable goals that are falsifiable (yes I was able to achieve it/no I was not).\ \ Limit the scope of the goal to the individual and hence no dependency. “What do YOU plan to achieve?” \ Example of a goal that doesn’t work: Working on X with the help of Y. \ 2. **Here is what you set as the goal for this week:** \ \
3. **Blockers faced in this week**\ Understanding the problem completely is the solution itself. [**USE TEMPLATE**](https://docs.google.com/document/d/13i6v7RmvShs5swsbRmawXkOdXCZRGSos1ybKAdWMNrQ/edit) # 6-month Audit "We place disproportionate value on individual desire for achievement and for work to be its highest self-expression." - Playbook Time to audit your desires.\ \ Take a breather every 6 months and **Observe**: 1. Your journey of the past 6 months 2. Your desired next 6 months 3. The 'least-wrong' path to its success Our existence on your 'least-wrong' path may at best be incidental. You may not set it as an expectation. \ This is a personal activity to do at your end every 6 months. \ Loop us in the process if you wish. Loop us in the output for sure. [**USE TEMPLATE**](https://docs.google.com/document/d/187Tgk8ePr__P3OZpBGgciagdKDOZlPlnWDgfeRrjcJE/edit)
### Why are desires important Humans eventually and truly only do what they want. Irrespective of their choice to not see the choice in that behavior. The most efficient life path is to stay aligned to that you truly seek. That is when we do our best work. Inspect your desires. \ Path to a rewarding life: 1. Start with what you want. 2. Let your alignment (to where ever) be a discovery. Not a weight. # Silent Meetings May the best thought win. Not the one that is presented the loudest. A typical meeting is someone speaking and everyone listening. Silent meetings are their inversion. Silent Meetings are: 1. Asynchronous 2. Written 3. Focussed on getting things done ## Process 1. **Initiation**\ A meeting doc is created with: 1. Agenda 2. Ask 3. All information needed for individuals to deliver on the ask. Once the doc is shared, the meeting is convened. 2. **Execution** Individuals respond to the doc, and review other's thoughts using comments. Repeat this process until all threads get closed or need escalation to facetime. 3. **Closure** Facetime to close all open threads. Conclusion is documented and the meeting closes. [**USE TEMPLATE**](https://docs.google.com/document/d/1xQ7HPistlclpxSmEyAzej15a7DeXbHjYUZEjg_EtSDc/edit?via_commande=true) # Effective Communication When you speak, you are demanding someone else’s mind space to be at your volition albeit momentarily; be respectful of that leverage, for else it shall wither away very fast in a team of doers.  ### ### How to Ask effectively Make your Ask: **1. Explicit**\ Include what it is that you want the other person to do. If they don't know, they can't deliver. **2. Complete**\ When you write; before you send it; validate that the receiver will have all the inputs that they need, to deliver the output that you need. **3. Cognitively Light**\ Easiest asks are the ones that can be responded with a yes/no. Helping them helps you. ### ### How to respond effectively **1. Start with Answer first**\ This is contrarian to how most of us are taught to think. Spend time unlearning. When you speak, you are demanding someone else’s mind space to be at your volition albeit momentarily; be respectful of that leverage, for else it shall wither away very fast in a team of doers. **2. Focus not on what you want to say, but what you want to communicate**\ The former is about you, the latter is about them.\ Focus on what is it that will get them on the same page. This will require mindfulness. **3. Choose Data over Opinion**\ Replace adjectives with data:\ eg. The site performance is now much faster ❌\ The site loading speed is now under 9 seconds for complete load ✅ Eliminate weasel words and affirmation biases:\ eg. I see the market moving towards staking ❌\ I see that 30% of the current market would need staking services ✅ Source: [How to write like an Amazonian](https://twitter.com/nipunmehra/status/1154590521345490945?lang=en) Recommended read: 1. [The Pyramid Principle - Lessons from McKinsey](https://medium.com/lessons-from-mckinsey/the-pyramid-principle-f0885dd3c5c7) ### ### **Easy Hacks** 1. Think before you speak 2. Prefer writing over speaking 3. Use lists. They are easier to read. # Work Schedule Your life is your week. Your week is your day. Your day is this moment. The organization is operational 24x7. You will always find someone plugged-in. Organize yourself however you see fit. We'd encourage you to optimize for your [Flow State](https://yctheman.com/flow-how-to-enjoy-work/) and focus on enjoying work. Productivity is its mere symptom. Recommended read: [Maker's Schedule | Paul Graham](http://www.paulgraham.com/makersschedule.html) ### ### Unblocking time Working remote != work alone Block 6 PM -7 PM IST slot for your team. They can use your time to remove roadblocks. You can do the same when with them, when you need unblocking. # Taking Time off You take less time off, there is a risk of burning out. You become lazy, and you can be beaten. ### Minimum Offs We encourage you to take breaks, with peace. That requires psychological safety. Here is our attempt at enabling it. 1. **Sundays are a mandatory off**\ Work can wait 1 day. Don’t burn out. Take a break, stroll, and spend time on yourself. \ Productivity requires discipline, not heroism.
2. **Mandatory 52 days off every year** \ Life will throw uncertainties. Account for it. Do not worry about being left behind. It'll be fine. \ 52 days off every year, accrued pro-rata every month; after the first 45 days. All days off above this threshold are likely to cost lost opportunities. ### ### Plan Ahead Account time for (but not limited to) the following: 1. **Celebration time** Recommendation to take this after a significant project's completion. 2. **Recovery time** When work output is suffering, take an off and reset yourself. 3. **Family time** They need you too. 4. **Vacation** Travel is the best way to expand horizons. 5. **Health** You are likely to fall sick. 6. **External commitments** Sometimes they'll be unavoidable. ### ### Requesting time off A general rule of thumb is:\ Days you’ll be away = Days of advance heads-up to give to your team. Send a request to your Junior Partner and they will help re-organize work so that your absence doesn't impact your team's progress. # Getting Paid ### Payment cycle All staff payments are made on the 5th of every month. ### ### **Reimbursements** We follow a no-bureaucracy culture. And instead have focused on fostering meritocracy i.e. correlating higher productivity to a higher payout for you. And hence, everything that increases your productivity funds its self. Buy for yourself, whatever makes you better. # Upgrading Playbook Playbook is an ever-evolving documentation of our ways of working. This is how that evolution occurs. We encourage you to experiment at your level and share your learnings to help evolve the system. You may do so in the form of ideas. ### Process 1. **Proposal**\ Create an issue on the [Github Repo](https://github.com/thevantageproject/playbook) describing the idea and your lens.
2. **Sanity check**\ The idea is auto-added to the agenda of the weekend syncup to solicit feedback.
3. **Draft**\ If and when it is vetted, it is taken up in the partner syncup and concluded.
4. **Merged**\ A PR is made and the change merged onto the main chain. ### Principles 1. **No Retrospective Changes**\ All changes are applied looking forward. And when upgrading, consent is re-solicited.
2. **Owner's skin. Owner's call.**\ Ownership is a mindset, but it is also real material skin in the game. All equity holders are called Partners. And only they may impact a system-level change.
3. **Meritocracy. Not mobocracy.** \ Transparency may look like democracy. It is not. \ Democracy may look like freedom. It is not.\ \ The goal is to empower individual drive. Not sacrifice it to consensus. In cases of dissonance; fork. And let evolution take its course. ### ### How to become a Partner {% content-ref url="/pages/-MB0tsZhPapoBZ665Ou5" %} [Basics of Ascending](/evolving/basics-of-ascending) {% endcontent-ref %} \ \
# Basics of Ascending Ascend paths are the structured pathways to achieve personal success here. We are what we value. \ What we value, we seek. \ \ What we seek, we learn. \ What we learn, we apply. \ \ What we apply, we do. \ What we do, we accomplish \ \ What we acomplish, is reality. ### Ascend Paths 2 paths: 1. **Problem Solver |** Delivering Value\ Competence associated is the ability to deliver value. This is the majority of the team.
2. **Problem See-er** | Unlocking Value\ Competence associated is the ability to increase business scale. Each with the following levels: 1. Level 1: Autonomy 2. Level 2: Mastery 3. Level 3: Purpose 4. Level 4: Genius [**DEEP DIVE**](https://docs.google.com/spreadsheets/d/18VyIU74VTjJ9m1lkchmo_aAn5KN3GkpSpjbOH_QiZGM/edit?via_commande=true#gid=0)
### T shape players Every role on every path requires a [T shape player.](https://www.linkedin.com/pulse/value-t-shaped-people-mitchell-platt)\ \ Both see-ers and solvers require specific (and general) knowledge of their domain. See-ers additionally also require knowledge of discovering, executing and delivering new value.
The difference between the 2 paths lies in the view of certainty in their mind. \ \ See-er path embraces chaos and uncertainty. Solver path is more benign.\ \ See-er is always looking into darkness and discovering vision along the way.\ Solver fuels the machine. ### Layers of Ascend *We are what we value.* \ *What we value, we seek.* \ \ 1\. **Belief System**\ \ All change germinates from the belief system. We associate based on these shared values. That includes dissociating when it isn't shared anymore. We call them [A-player attributes](https://playbook.thevantageproject.com/starting/a-player) in the team. We commit to equipping A-player with all that they need to succeed. Through ceiling-less opportunities to entice audacity, dopamine incentives to drive motivation, and mental models to build ability. The commitment is not of self-transformation. Discovering your alignment with these attributes is your path.
\ *What we seek, we learn.* \ *What we learn, we apply.* \ \ **2. Mental Models**\ Lens that our mind forms based on our beliefs. \
\ *What we apply, we do.* \ *What we do, we accomplish* \ \ **3. Competence** \ State of mind applied with discipline.
\ *What we acomplish, is reality.*\ \ **4. Output**\ Reality check of competence. This is what we use to trigger ascend. That makes every individual's growth permissionless, aim-able, and trustless. [**DEEP DIVE**](https://docs.google.com/spreadsheets/d/18VyIU74VTjJ9m1lkchmo_aAn5KN3GkpSpjbOH_QiZGM/edit?via_commande=true#gid=0) # Problem See-er Path The role is of output control. Control comes from influence AND awareness. This path starts at Level 3. > If we can really understand the problem, the answer will come out of it, because the answer is not separate from the problem. > > -Jiddu Krishnamurti ### Drawing Contrast Solver path is about building consciousness at the Individual level. That makes the bet that individual performance is variable. See-er path avoids that bet. Instead, the view is of dots, their inter-connectivity, and the patterns that emerge to form a living system. The bet here is that a system's output can be influenced by impacting its structure. The output of each dot is assumed to be inflexible. The individual is no longer personally relevant. This is a paradigm shift. ### ### Responsibility You are responsible for growing system's output. This path will require building the ability to: 1. **Reduce randomness**\ Predictability is power. It's easier to summon energy when things go 'according to plan.' \ \ Planning will never work. Instead, observe. Zoom out as much as you need, until predictable patterns emerge. Use this view to be leading. Eliminate all elements that increase randomness.
2. **Build Resilience**\ A machine that requires constant tinkering to remain operational, is unusable. Building the ability to withstand external randomness will require vantage i.e. staying ahead of the universe's curve. And building its incentives within the system.\ \ Resilience = Eliminating uncertainty.
3. **Establish Control**\ What can be controlled, can be changed. What can be changed, can be scaled. ### Path [**DEEP DIVE**](https://docs.google.com/spreadsheets/d/18VyIU74VTjJ9m1lkchmo_aAn5KN3GkpSpjbOH_QiZGM/edit?via_commande=true#gid=1054592557) # Organisational Maturity Path Each process, each team and each business goes through the same levels toward success.  ### Process Maturity Framework An org is built on the foundation of mature processes. Innovation can also be processified. Look at Amazon.\ \ This is the framework to use to transform an organisation from Stage 1 to Stage 4. [**USE FRAMEWORK**](https://docs.google.com/spreadsheets/d/1MJ_yYeDLyhCVQrYo4EWj9iobXKywMnFCgkOcDJhX9YE/edit?via_commande=true#gid=0) # Team Maturity Path This is how you can ascend your team to peak performance. {% hint style="warning" %} This section is incomplete and work in progress. Please proceed with caution. {% endhint %} ###  All teams start from the bottom-most level, for only individuals have existed before this. \ \ Their combination as a cohesive unit aka team is a new, ever-evolving, and always a unique construct that needs to be birthed. And then transitioned to peak performance. It takes leadership to get that to occur. ### Leadership Leadership is a responsibility, not an entitlement. Its purpose is to efficiently align a group's energy towards its most valuable output. And that requires channeling the common energy of the group to conquer the following issues. In order:  Read more: [Lencioni Model](https://www.wrike.com/blog/6-different-team-effectiveness-models/) The only tools at a leader's disposal are empathy (not sympathy), affordance, and inspiration. For, the constraints of each individual and the collective unit become your constraints. You can't pretend they don't exist and yet, expect an outcome. # Celebrating Goodbyes Change is the natural course of the universe. We encourage you to be here only until we are your appropriate spot. There are 3 scenarios for goodbyes to occur: ### 1. You are not happy here Happiness is a worthy pursuit in itself. Unhappiness kills productivity. You are better off somewhere, where you are happy. We encourage you to take that leap. Here is what you may do: 1. **Let's do this together**\ Our paths becoming divergent does not have to imply that the love between us has to change. We want to see you happy. \ Try: [Realignment Solitude](https://playbook.thevantageproject.com/failing/realignment-solitude)\ \ If unhappiness still exists, then continue to the next step.
2. **Leverage our trust in you**\ Start looking for new oppurtunities. We have an extensive network of teams where our word is likely to hold value. Use us for access and leverage.
3. **Do accept our parting gift**\ Your Profile here will be archived and be made accessible to you in perpetuity, as a chronicle of your accomplishments. ### ### 2. We are not ready for you, yet. What this means is that we don't know how to produce the most value out of you, yet. \ For personal growth, view the above status from a position of self-responsibility. Sometimes a role may not be scoped out properly, and hence the system needs to take a journey on its own time to arrive at the appropriate role. We apologize for the inconvenience and hope you give us a chance when we are likely to be a good fit in due course. 1. **Leverage our trust in you**\ Start looking for new opportunities. We have an extensive network of teams where our word is likely to hold value. Use us for access and leverage.
2. **Our Parting gift**\ An invite to be a [guest co-passenger](https://playbook.thevantageproject.com/starting/guest-co-passengers).\ \ It's fun working together and we look forward to doing so in the future. ### ### 3. A limit was violated The occurrence of a violation demonstrates that being here wasn't important enough. We'll let you go immediately. Actions done in bad-faith will also attract appropriate punitive action. # Empathy in a Team # Understanding 'Done' # Self-Reponsibility # Critical Constraint ### The Rate Limiting Step In the car assembly line, the maximum rate of production is = the lowest common rate of all components production. ONLY the lowest common rate of production. Hence, the input car part that is the slowest (most lagging) is the one in control of the production rate. Only a change here, will impact the output. In chemistry, there exists a similar concept: Rate Determining Step. ### ### Solve only 1 problem, the critical problem; at a time. See progress in terms of speed. Find the critical constraint that is reducing the rate of progress. Only solve that, until it isn't the critical constraint anymore. Then move to the new critical constraint. Any neuron spent on anything else is motion, not progress.
### Critical path is the shortest path A string of critical problems solved, leading to the outcome is the critical path. This is the holy grail of productivity. # Purpose Driven Action Let your activity serve an output. Let that output serve a business purpose. ### All motion is not Progress It's difficult to see the difference in the middle of an activity. The problem lies in our belief system. Reference [Start with Answer first | Effective Communication](https://playbook.thevantageproject.com/operating-at-tvp/effective-communication)*.* We are conditioned to start with what we know instead of what is needed to be done for the outcome to occur, irrespective of my current pool of knowledge. ### ### Purpose-First When starting to execute, take a pause. Start with a visual of what is that you want to occur. Then, backpropagate to visualizing the set of activities that will reckon its occurrence certain. Let that view be persistent during all that you do henceforth, until output is achieved. In this state, activity isn't the destination in itself, but a mere run-time requirement. ### ### Not all Purposes are equal At any given time, a team is optimizing for only 1 of the 4 variables, while keeping others: 1. **Speed** Time 2. **Cost** Time + Re-do. 3. **Quality** Output 4. **Control** Predictability *\*\** Often the teams will be going through them in the same order. ### ### Do less to do more You can't push growth; you can only remove rate-limiting bottlenecks to growth. This goes for individual growth too. You can't change a behavior. You can only change the underlying belief that causes it and then a behavioral change is its mere outcome. Similarily for a team, seeing the better shared common view is the way to create any transformation. Our beliefs are our only constraints. ### Extending the Thought {% embed url="
2. **Increase throughput**\ Transform the system (not individuals) into a higher throughput state using (system and incentive) design. Efficacy of a coordination network is a perpetual problem.\ \ Helpful watch: [Mechanism Design 101 | Sam Williams](https://www.youtube.com/watch?v=gCFlGLbI_kE)\ \ This is popular at L3 and unlocks quadratic gains.
3. **Discover throughput**\ Be able to see, new pots of gold and their execution into output. \ \ This is popular at L4 and unlocks exponential gains. ### ### Measuring Value Attributing specific value to individual output in any multi-stakeholder system where 1+1=11, is a non-trivial problem. Yet, inconsequential. \ The real problem is individuals lacking visibility of how (and which of) their actions translate into output. And hence, are valuable. [Ascend Framework](https://docs.google.com/spreadsheets/d/18VyIU74VTjJ9m1lkchmo_aAn5KN3GkpSpjbOH_QiZGM/edit?via_commande=true#gid=882172859) is the model we use for this problem. With an easy mapping of business output to [individual competence benchmarks](https://docs.google.com/spreadsheets/d/18VyIU74VTjJ9m1lkchmo_aAn5KN3GkpSpjbOH_QiZGM/edit?via_commande=true#gid=461665169), denominated in actual $ value.\ \ The system has been designed to be simple enough that: 1. Anyone at any time is able to self-measure the value of their current output. 2. Exactly know the distance to their next ascend. Ascend occurs in run-time. ### Setting goals is not a strategy Ascend level-based outputs exist to help self-measure and hence, afford [agency](https://en.wikipedia.org/wiki/Agency_\(philosophy\)). Nothing more. Do not confuse a goal with strategy. Building relevant competence may be a strategy. ### Extension of this thought {% content-ref url="/pages/-ME84KevExynP-h79BmT" %} [Run-time Outcome != Output](/executing/alpha/output) {% endcontent-ref %} {% content-ref url="/pages/-MEnpJGa6hCMU132pcwF" %} [Asking the Right Question](/executing/alpha/asking-the-right-question) {% endcontent-ref %} ### Todo for your mind In a world filled with violence and its consequent victimhood, accruing value without taking from others (including the system) is a non-obvious idea. It will take non-trivial effort to truly see. Do consider [Understanding Truth](https://playbook.thevantageproject.com/foundation/understanding-truth) and [Limits of Engagement](https://playbook.thevantageproject.com/foundation/limits-of-engagement) sections again.
### Scribbles: #### Understanding Business Value {% embed url="