Attract or Repel - Key Themes and Concepts Subject: Review of key concepts for building high-trust, agreements-based organizational cultures to attract and repel the right people. Executive Summary: The provided excerpts from Walt Brown's "Attract or Repel" outline a framework for building "courageously patient organizations" grounded in trust and clear agreements. The central thesis revolves around systematically addressing the "Seven Critical Needs" of team members through "Seven Promises" made by the organization. This systematic approach, often facilitated by a strong business operating system (BOS) like EOS, aims to create a culture that naturally "attracts" the right people (those who align with core values and accept the promises) and "repels" the wrong ones (those who don't). Key concepts include the BITE Index (Buy-in, Inclusion, Trust, Engagement) as a measure of organizational health, the importance of core values, a strategic plan, the role of courage and patience in decision-making (contrasting the OODA loop with the inefficient OR loop), and the significance of clear, measurable roles and consistent communication. The book emphasizes that a company is a "fiction, given power by people believing in it," making semantics and shared understanding crucial. Main Themes and Most Important Ideas/Facts: The Problem with "Winging It": The author argues strongly against running a business without a systematic approach. "If you aren’t running a business operating system that answers the Seven Critical Needs and are just winging it with effort and talent, then I truly feel sorry for you." This chaotic approach is likened to an NFL team "drawing plays in the dirt." The Need for a System: As an organization grows, a system is essential. "To get to positive alignment on the Seven Critical Needs, it needs core values, a plan, and plays it can run on a weekly and daily basis so it can grow." A business operating system (BOS) is presented as the solution. The Seven Critical Needs and Seven Promises: The core of the framework lies in identifying and addressing the fundamental needs of team members. While the full list of Seven Critical Needs and Promises is not explicitly detailed in these excerpts, they are repeatedly referenced as the foundation of organizational health. The organization makes "Seven Promises" that answer each member's "Seven Critical Needs." The BITE Index: A key metric for measuring organizational health and the effectiveness of a BOS is the BITE Index, standing for "Buy-in, Inclusion, Trust, Engagement." The BITE Index measures how well the BOS helps the organization "make and keep Seven Promises." A high BITE Index indicates robust organizational health and is linked to improved financial performance. "Your BITE Index is your barometer and road map; it will show you where to put in the effort on your way to attaining and maintaining robust organizational health." Organizational Buy-in and Purpose: Buy-in is presented as a crucial element, illustrated by the story of the three masons. True buy-in means team members feel a sense of purpose and contribution, like the mason "helping Sir Christopher Wren build St. Paul’s Cathedral," not just cutting stones for a wage. "We want their folks—and yours—to stand tall and say, 'I am helping John build the best company he can. I am not anonymous or irrelevant.'" Promises as the Bedrock of Culture and Trust: Promises are seen as voluntary obligations created by an "act of will." Keeping promises builds trust, which is essential for social coordination and cooperation. "Making and keeping promises takes courage and patience." The power of promises lies in their ability to create trust and facilitate cooperation. The author references David Hume's view on the mysterious and powerful nature of promissory obligations. "Promises, when kept, create trust. And trust is the fuel that powers belonging, buy-in, cooperation, collaboration, and great results." Conversely