Based on Andy’s guidance, I wrote a short document called Good Product Manager/Bad Product Manager which I used to train the team on my basic expectations (and I include at the end of this post). I was shocked by what happened next. The performance of my team instantly improved. Product managers that I previously thought were hopeless became effective. Pretty soon, I was managing the highest performing team in the company

Kelly’s rules got their start on the XP-80 project in 1943, but it wasn’t until the early 1950’s that they were formalized and set in place as the Skunk Works®’ rules of operation.

A slide deck from Netflix explaining their corporate culture.

We recognize that because the world is getting more uncertain, managers will have to make investment decisions in the face of much greater uncertainty. We recognize that because of that uncertainty, the chances that you're right are very low. That basically means that the normal condition is that you're wrong. What you need to stop doing is obsessing about being right -- because you can't be right. Or, very rarely can you be right.