Page 315 - Ray Dalio - Principles

We have also found that our radical transparency helps make it
clearer which are which.

2.1 Be loyal to the common mission

and not to anyone who is not

operating consistently with it.

Loyalty to specific people who are not in tight sync with the

mission and how to achieve it will create factionalism and
undermine the well-being of the community. It is often the
case, and quite beautiful, that personal loyalties exist.
However, it is also often the case, and quite ugly, when
personal loyalties come into conflict with the organization’s
interests.

2.2 Be crystal clear on what the deal

is.

To have a good relationship, you must be clear with each other
about what the quid pro quo is—what is generous, what is fair,
and what is just plain taking advantage—and how you will be
with each other.

One important thing that typically divides people is how
they approach their work. Are they working just for their

paycheck or are they looking for something more? Each of us
has our own views about what is most important. I’ve made a
lot of money through my work, but I see my job as much more
than as a way to make money—it’s how I choose to live out
my values around excellence, meaningful work, and
meaningful relationships. If the people I worked with were
primarily interested in making money, we would have

conflicts whenever we had to choose between upholding our
values and making an easy buck. Don’t get me wrong—of
course I understand that people don’t work for personal
satisfaction alone, and that a job must be economically viable.
But we all have definite ideas about what we value and what