Randy Steck (Ex-Apple, VP GM) wrote a linkedin article about leadership principles:

General Working Principles

Creds to @Anthony Luo for finding

•  It's the Product, stupid! - Words to live by from Andy, which had a huge impact on the P6 design team. The correct extrapolation is that any activity that is not strongly related to making current products successful is flawed or extraneous. This includes all infrastructure, CAD tool development, HR policies, etc.

• The wrong course vigorously pursued is better than the right course pursued in a vacillating manner. - Even if you make a studied, but bad decision, you will know it sooner by starting to execute down that path. True in product planning, design execution, company/business strategies, etc. It is strongly related to POR Discipline, which is found only in high performance teams.

• There ain't no magic - Regardless about what you read in management books, what consultants tell you, or what your boss wants, there is nothing as magical as direct problem solving with smart, motivated people.  It just looks magic when it comes together, and it NEVER follows someone else's recipe...

• A collection of independent teams will never achieve aggregate excellence. - Those teams must become INTERDEPENDENT. This is true of units in a design, teams within a project, business units within a larger business, and divisions within a corporation.

• Design is not a factory - And it never will be... Design teams pushing the envelope and attempting optimal solutions cannot afford NOT to have control of their own environment. This is independent of the size of the team. If a team is NOT pushing the envelope, then they are not working on a competitive product, because someone out there IS.

• Image-orientation is the death of Results-orientation.  True Results-orientation means you may "look bad" in the short term as you face up to problems, but will ultimately have great outcomes. Image orientation guarantees short term success and reputation, but ALWAYS at the expense of the long term. I have never seen an exception to this in my 20 years at Intel, a company renowned for it's consistently strong results, and I've seen both "orientations" in practice…

•   It is a sin to waste engineering time. - It can never be recovered. Engineering time is to development as fab capacity is to production. Using designers' time most effectively should be the primary driving factor in dealing with any development group, and your technical experts are the equivalent of the most expensive machine in the fab. Think carefully before enacting sweeping requirements (additional training, restrictions, etc.)

• Always align responsibility & authority - This is one of the few rules I found to be effective in building effective organizations. Without this, org charts may look good, but the organization is flawed and stifles itself.

• Never confuse activity for progress. - In status reports, key results, or any 1/1 discussions.

• Seek the deepest, darkest fears. - The topics that those working in your group most avoid thinking about are the problems that will surface too late to avoid impacting results in 75% of the cases. Fears must be sought for and acted upon for excellent results, and ferreting these out is one of the most important jobs of any manager.

• Delegating unfamiliar aspects of a management role is disastrous. A superior manager of highly technical developments must first become versed in the areas of his/her responsibility. Only then will delegation work.  For example: Operational Excellence being delegated to a staff member is Image-orientation. Making it a criteria for your own and your staffs next Focal is Results-orientation.

• The Christensen Effect is real - get over it. - There is too much evidence to prove that good companies sow the seeds of their own destruction. The challenge is to ignore most of the things that made the company successful in the past, and rethink actions for today's situations.

• Wicked problems are real and increasingly common - These are problems that do not respond to straightforward linear problem solving methods like we'd all like them to. They are most common when treading into the unknown, or in strategic discussions. We must become proficient at dealing with them.

My favorite comes last:

• Everything should be as simple as possible, but not simpler – Albert Einstein. This is way more profound that it at first appears...