Radical Change

1.    Your mindset is less visible to people but more powerful when it comes to leading.

2.    Most organisations are stuck in a ‘keep spending model’ that just swings the pendulum back to the sweet spot that is defined by the organisations structure, processes and hierarchy.

3.    Ask yourself this, how can I make people the best they can be? How can I serve people?

4.    The 100 year old management theory sees man as a machine rather than as a vehicle to add value. It’s outdated.

5.    Stay and focus on the value-adding activities, not the non-value adding activities.

6.    Find someone junior in an organisation and count how many layers there is until the top. This is expensive and unnecessary.

7.    In the agile methodology and in lean, we have a treatment and not a cure. We have painted go faster stripes on the organisation without changing its design so it can go faster.

8.    Let people be self-directed. Let people do what intrinsically motivates them.

9.    It is not easy to change the mindset of an organisation to value adding. To do this, you need to remove bureaucracy and that is not easy

10. Having self-managing teams means that each team is the steward of their activities. The idea is that people reveal their magic when they self-manage. The point is to be extremely people-centric and make a change at the outcome level, measuring that outcome’s benefit scrupulously.

11. Everyone needs to be adding value in an organisation. And every single self-organising team needs a sweet spot (to be goal). Further, it needs to be in everyone’s interest to add value, if not, they won’t. That means adding value and stewardship over activities is crucial. Total freedom comes with total responsibility.

12. Humans can’t help but create order where there was once none. The golden ratio is a law which states that at the heart of nature is order.

13. Humans strive for and thrive in environments where there is:

a.    Vitality

b.    Intent

c.    Structure

d.    Companionship

14. Humans have visceral reactions to chaos. But, chaos and order are self-referencing. If you ask yourself, to what purpose are you working. You would say to earn money. And then, to say to what purpose are you earning money? You would say, to earn money!

15. The point is to try and find an environment that makes you a winner. An environment that allows you to make things happen, use your imagination, enables you to use your own self-discipline, creativity, curiosity and ability to cooperate.

16. Organisations need to be somewhat risk-averse. Recognise the risk, but take it any way to achieve a higher order.

17. If teams are organised small, there is more opportunity to be a winner. 5 is an optimal number, it is not a coincidence that 5 is the size of a family.

18. A traffic light approach is the wrong approach for organising a team, this is the command and control approach whereby people lose engagement. Consider this, do you text while waiting at a red light? A better approach to traffic management is a roundabout, everyone involved needs to pay attention.

19. The sweet spot is to create a void whereby the organisation is structured, with limits and boundaries but not too structured as to lead to anxiety.

20. Wolf packs are dangerous and shaped to be effective. Be a wolf pack. Create a wolf pack.

21. If you have 9 in a team, there are 36 connections. The bigger that team gets, the more exponential the connections grow. This is not a good thing.

22. It is well known that the value adding function is a slave to the non-value adding function. Hence why, in organisation design, this binary is removed and everyone becomes a value adder.

23. It is important to create a definition of winning.

24. Write down all of the requirements that your business or project team have to meet. Work out how they are going to be met. Then do it, prove it and measure it.

25. There must not be a responsibility leak, not even the tiniest hole. Sometimes you must vacate the building to give people responsibility.

26. There should be a common ruleset by which everyone plays by. Consider tennis. There is the court design and the rules which are defined, everything else is freedom of expression of the individuals playing. In projects, create the court and the common ruleset and step away.

27. Leaders are designers and they shape boundaries, they should not manage in the command and control type way.

28. Be a roundabout designer. Make the organisation or project a self-sustaining system. Create order.

29. Each individual wolf pack should have a mission statement.

30. See knowledge as growth rather than imposition. Imposition does not work.

31. People are engaged when they are selfishly benefiting.

32. Make sure picture people who synthesize, as well as dot people who analyse are in the organisation or project.

33. 20% of people are adding 80% of the value in an organisation. You may need to make the organisation or project smaller. It won’t make much of a difference. Relatively few people are adding value.

34. Don’t trap people in an environment that doesn’t suit them. Let them go and be a winner.

35. Make it people’s choice as to whether they turn up – it is their choice.

36. Don’t create an organisation for kids who need parenting. Create a network so it can thrive.

37. You will need to set the environment up before the mindset changes.

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