1. Shift from managing people to managing a process

• Let individuals own the responsibility for managing themselves
• Allow them to worry about the knowledge/skills/attitudes relating to their function
• Work on the series of 'interfaces' or 'value added points' - manage the white space
• Focus on the delivery of customer satisfaction as a collective responsibility
• Manage the connections / the 'hand-off points'
• Enable, facilitate, coach, encourage - breed success.

• Define outcomes/end results, not methods
• Eliminate non-value adding work, waste and inefficiencies through collaborative effort
• Encourage cooperation/collaboration - eliminate 'boundaries'
• Strive for simplicity/elegance, involvement and commitment in operations
• Broaden activity bases, accountabilities and contributions
• Make information and resources easily available

• Start with the customer - view your internal boss as your main supplier
• Build a service chain that delivers customer satisfaction
• Serve the customer, or serve some one who is
• Fix the processes, not the people, and get staff to assist you
• Manage change, response and effectiveness through objectives and goals

• Change is emotionally based and uncomfortable for most - so it is resisted
• Change requires new knowledge, skills, habits and, most of all, a new mindset.
• It is necessary to address significant adjustments to the beliefs and behaviors of others
• Individuals have to adjust 'in the node' in order to accommodate the demands of a new process
• The necessary leverages are in measurements and goals as well as in functions
• To achieve change, individuals need consistent support and encouragement from management.

• 'What gets measured, gets fixed' so design and implement the new processes with this in mind.
• Measurement has to happen at the interface, and is internal/external and hard/soft (CMIs)
• Measurement information must flow, and must be highly visible to all who could be affected
• Good measurements are timely, accurate, focused, consistent and accessible
• Organizational measures = strategic intent; Individual measures = locus of control (Vertical)
• All processes require built-in monitoring devices that include customer inputs (Horizontal)

• The best investment is to focus on system changes rather than on changing individuals
• In a rapidly changing market, all processes are eroded and will break down over time
• People are capable of fixing themselves given the right environment; processes need attention
• Inadequate or broken systems will directly impede individual performance - few can surmount them.
• What most affects the customer is the lateral or cross-functional effectiveness/efficiencies
• Those individuals who can relate to a role within the process will manage themselves successfully.

• There's little future in trying to manage people, so manage the white space between them
• Assist those performing the 'node' functions to manage their own responsibilities
• Give them a Mandate - a 'license to contribute' (Scope; Resources/Restraints; Deliverables; Time lines)
• Create and insist upon self-sufficient performance in every node; you focus on the connections
• Allow people room to move, to experiment, to learn and even to fail safely - they'll thank you for it
• Reward both outcomes/deliverables and constructive effort - both pay-out and investment.

• Information has to flow horizontally to support the new processes, or essential decisions won't be made
• Real-time, spontaneous teamwork is necessary to make the right things happen when they should
• Reduce communication paths/ relay points to the absolute minimum, thereby reducing potential errors/delays
• Continuously review the communications that occur at every white space, especially those close to the customer
• Invest your coaching and training efforts in communication; processes depend on competencies in this area
• Communication lubricates change; it doesn't guarantee success but it will guarantee failure if not attended.

• Planning - Performance - Pulse-awareness are the three vital components for your attention
• Planning (front-end effort) ensures that you are focused on the 'right' things and your strategies are coherent
• Performance shifts the focus to efficiency - doing things in the 'right' way for optimal results
• Pulse awareness (back-end effort) is needed to ensure that your efforts remain valuable to the customer
• Everyone should be involved in all three aspects (see the big picture) in order to contribute
• People who are engaged and focused on contributing to a common objective are a joy to manage.