Adds a note on risks

people/leaders_code.md

@@ -28,3 +28,5 @@ As a Leader, I shall:
 - Aim to pay well. Rationale:
   - Minimises turnover and associated reduction in efficiency and customer satisfaction. 
   - Low pay sets reduced expectations; high pay incentivises higher performance.
+
+> I shall encourage my team to call me out if I am perceived to be breaking the code above

people/people.md

@@ -2,20 +2,20 @@
 
 > "Toilet overflows while the Chef is at hand? He's going right in with the plunger, and fast. No waiting for the toilet guy - he is the toilet guy now. In Bigfoot's army, you fight for the cause, anywhere you are needed" - Anthony Bourdain, Kitchen Confidential
 
-Fight for the cause. Role and seniority does not matter. We do what we need to do.
+Fight for the cause. Role and seniority does not matter. 
 
 ## Hiring
 
 - Seek intellectual diversity with a mix of experts from different domains
 - Colocate development team or make it possible to meet in one physical space often. Rationale: Fully remote peers struggle to culturally align and collaborate
-- Keep team small. Rationale: Minimise payroll cost (atleast until revenue), cultural misalignment, cost of communication, decision-making latency
+- Keep team small. Rationale: Minimise cultural misalignment, cost of communication, decision-making latency
 - Follow interview [guidelines](interview.md)
 
 ## Leading
 
 - Follow the [leaders' code](leaders_code.md)
 - Encourage team members to [contribute](oss_contrib.md) to open source projects _we use_
-- Maintain a physical work environment that inspires great work (I need to flesh this out a bit. Examples are: clean labs, Artifacts/icons of greatness we wish to emulate or exceed. Exact details TBD)
+- Maintain a physical work environment that inspires great work (Examples are: clean labs, Artifacts/icons of greatness we wish to emulate or exceed)
 
 ## Taking care of team
 

process/process.md

@@ -31,4 +31,5 @@
   - Eliminates a layer of separation between builders and users, and enables lossless direct feedback
   - Engineers must 'eat their own dog food'
   - Effective diagnosis and problem-fixing in the field requires deep knowledge of how the system is engineered
-
+- Minimise distance (layers of management, reporting line) between field operators and decision makers. Rationale:
+  - Motivates timely action on issues of high risk to business or personnel safety. Whether it's the O-rings on the Challenger or foam-strike on Columbia, the engineers on the ground knew. The message lost it's urgency on the way up the chain of command.