Question 1 of 9 A new problem lands on your desk. Your first move is to…
Strip it down to the raw mechanics and rebuild from zero. Map the whole system around it before touching anything. Ask what would have to be true for this to fail badly. Find the 20% of inputs driving 80% of the noise and start there.
Question 2 of 9 You're shown a proposal that looks obviously good. You instinctively…
Run it three steps forward to see what it actually rewards. Ask 'how would a smart bad actor abuse this?' Check who carries the downside if it's wrong. Calculate the expected value across realistic outcomes.
Question 3 of 9 Pick the sentence that sounds most like you.
Speed of learning beats certainty. I plan for the day I'm wrong about something important. Most disasters come from misaligned incentives, not bad people. I'd rather make twenty small bets than one big one.
Question 4 of 9 When you design a comp plan or KPI, your strongest instinct is to…
Reward the behavior, not the outcome — process beats luck. Make sure the decider also eats the downside. Concentrate rewards on the vital few; defund the long tail. Stress-test how the rule will be gamed before launch.
Question 5 of 9 Your team's biggest dysfunction usually turns out to be…
A rational response to the comp plan nobody re-read. Decision-makers with no skin in the consequences. Heroics instead of compounding routines. Plans with no buffer for the obvious failure mode.
Question 6 of 9 Faced with deep uncertainty, you'd rather…
Preserve future choices, even at lower expected return. Build a system that gets stronger when things break. Shorten your loop and learn your way through. Reduce the problem to its irreducible truths.
Question 7 of 9 You're judging a decision someone else made. You weight most heavily…
The quality of the reasoning, regardless of outcome. Whether they considered failure modes before acting. Whether they were exposed to the downside. Whether they preserved or burned future optionality.
Question 8 of 9 Which trade-off feels most natural to you?
Boring discipline over brilliant inconsistency. Fast and imperfect over slow and certain. Concentrated focus over evenhanded effort. Small reversible bets over one big commitment.
Question 9 of 9 The kind of incentive failure that bothers you most is…
Smart people quietly gaming a metric that was sold as 'objective.' Decision-makers who can't lose, betting with other people's downside. Plans with no buffer that collapse the first time reality pushes back. Effort scattered evenly when 20% of the work would do it.
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