Move fast. In events, be big, loud, dramatic and decisive. Avoid delays. Keep the energy high.
Outside events: the same applies. Break links in dependency chains - if you need X before you can do Y, see if there's a way to do Y without X. Use live comms (phone, slack, meetings) rather than email. For big decisions, run it past everyone, but don't wait more than a day or two.
Work on a small number of things at once. Be clear on when you're working and when you're not. Ask "can we finish this today? If not, what would need to change so that we can?"
If something needs doing, no one else is actively working on it, and you can do it, do it. Better that we're all surprised that something got done than we're surprised it didn't.
"A good plan violently executed now is better than a perfect plan next week." - Patton
We're the good guys. If this was a western, we'd be wearing the white hats. Do right by people - players, venues, suppliers, passers-by, and most importantly crew.
Be nice to people. Even people who don't deserve it. If it comes to it, listen, smile, apologise, and walk away - this town is small enough that reputation is crucial, but large enough that we don't have to deal with people who don't fit our values.
Do things that encourage repeat players, that help people run games of their own, and that make the scene stronger. We don't really have competitors, just friends in the same tiny industry.
We are doing this for fun. (We could all work shorter hours for more money in a 'normal' gig). Players are in it for fun too, and they can tell if we're not having any.
This means that not having fun is an existential threat to the company. It can never be roses all of the time, but any project or activity that has become miserable over the medium or long term should be killed.
Tedious work should be designed away or automated if at all possible.
Don't soldier on in silence. If it's no fun, fix it or raise it.
Event work is spiky by nature, but we help each other out. Pass work to others if you're overloaded. Look for things you can take on if you're underloaded.
Be generally upbeat. Look on the bright side. See the best in people.
These are guidelines, not gospel. Use them to make hard decisions easy, not easy decisions hard.
Everybody involved in Fire Hazard is responsible for holding the company to its values. If you see anything that's not right, challenge it at the earliest possible opportunity.