Standard operational expectations
When things go wrong, and when things go wrong again and again, we gather the right people around a table and talk it out. Assuming this…
To our head-shaking misery, there are organisations, department, people who do not do what they say they’re going to do. With regret but understanding, we can accept it as the price of doing difficult things when we’re let down in the face of optimistic goals about complex, compound, intellectually or technically challenging questions.
What’s not so easy to live with is when we’re dealing in simple, one-shot, just doing my job questions – like knocking over the next domino. When things get stuck because one person or department or organisation doesn’t live up to the commitments it knows to do, and knows how to do, and should be expected and relied upon to do.
If that person or department or company is yours, set a service level, measure it, and manage for follow through.
Standard operational expectations should be standard operationing procedure.
Skippy strategy: Make commitments and manage for delivery.
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Focus
This place, where you spend every day fighting the good fight, battling the forces, pushing through barriers, crossing chasms, overcoming the moribund, trashing received but ill-conceived…