How to be a Manager – A step-by-step guide to leading a team

http://www.au.af.mil/au/awc/awcgate/usmc/leadership.htm

Some of them are painfully obvious, but these are sometimes absent when they shouldn't be.

(I also suspect this is what Gregg Popovich and Steve Kerr either draw from, or coincide with.)

I would just provide a quick caution against over-indexing on culture. There are two issues that can come up: implicit bias, and conflicting values.

Implicit bias exists when you're not explicitly biased against a (typically protected) population. You don't hate women or gays or people with disabilities, but your culture values things that make the environment uncomfortable for those populations. One common example that shows up in gender discrimination lawsuits is that women tend to get worse reviews for being too moody or angry or confrontational, whereas men presenting the same behavior get lauded for being decisive and direct. Even if you disagree with this, that won't stop it from becoming the subject of a lawsuit. The example given regarding Beth and Tom actually fits nicely with this issue, since discrimination claims are often that women are unfriendly. (you might consider switching the personas to avoid this perception)

Another common example that shows up is "would you have a beer with the candidate" type tests. I didn't see this in your guide, but I've heard this a lot over the years. People notoriously prefer having beers with people that are very similar to themselves. That's often not germane to the job requirements, and is an easy way for bias to sneak into your hiring process.

In the same vein, I once heard the founder of a well-known startup in the Bay Area give a talk about forming teams. He said, explicitly, that he looks for signs of anxiety among potential hires (like biting their nails, or too weak of a handshake, or how they talk) and won't hire someone who is overly anxious. If someone with diagnosed anxiety were to apply for that job, get rejected, and hear that talk, they'd have the good start of a lawsuit for disability discrimination. That founder was just talking about what he values in the company, but he's actually admitting to discrimination.

The second issue is conflicting values. The companies I've seen who preach their values the loudest have tended to be the ones which are least likely to exemplify their values in their behaviors. Imagine a company which has values of "integrity" and "we're a team." If an employee were to point out behavior that they don't think exemplifies integrity, will they instantly be met with accusations that they're not playing for the same team? I know of at least one company who painted "Be a team player" on their walls, but when they were acquired, their executive team took multi-million dollar parachutes while everyone in the company got paid around a penny per share. Is that consistent with being team players?

Sorry to be negative here. Things like "culture fit" and "corporate values" can be important, but they can also be yielded as weapons if they're being relied on to fix a fundamentally broken workplace. They're also things that I increasingly hear my employment lawyer friends talk about - so watch out. It seems like the right approach is to demonstrate what your culture is through your actions and not through explicit definition. Your product and team will also likely be more productive and build a better product if it's not a bunch of clones :)

Given the differing dominant archetypal personality traits required for those distinct modalities, it's unlikely they'd be strongly expressed in a singular person, and there's some reason to think they may be necessarily orthogonal. As their motivational biases are likely to be largely unrelated to each other.