Page 412 - Ray Dalio - Principles

. . . and it ends up looking like this . . .

. . . you will know that you need to get at the root cause to
deal with it. If you don’t, the trajectory will probably continue.

e. “Taste the soup.” Think of yourself as a chef and taste the soup

before it goes out to the customers. Is it too salty or too bland?
Managers need to do that too, or have someone in their
machine do it for them, for every outcome they’re responsible
for. People who are delegated this task are called “taste
testers.”

f. Have as many eyes looking for problems as possible. Encourage people
to bring problems to you. If everyone in your area feels

responsible for the area’s well-being and no one is afraid to
speak up, you will learn about problems when they are still
easy to fix and haven’t caused serious damage. Stay in sync
with the people who are closest to the most important
functions.

g. “Pop the cork.” It’s your responsibility to make sure

communications from your people flow freely, so encourage it