Systems Thrive when they adapt to uncertainty

There are only one or two key metrics that can tell a complete stranger ALMOST everything about the inherent culture of an organization. 

Want to know both of them?

Here is one:

        "the way it makes decisions"

Do leaders trust staff to make the final call?

1. Do people closest to the action get to make the ultimate decision? (GO, or NO GO!)
2. Is staff held accountable to the very decisions they are now empowered to make?

Want to know the Second One?

(not so fast, zippy! please email me, Bruce Seidman, your future change agent, for the SECOND ONE, and the "priceless" white paper entitled:

Top 5 Mistakes Decision-Makers Make When Turning On the "Decision Matrix")
email: bruce@brucecoastal.com

ONE: The leader initiates CULTURE (or not, and then the "Field" will by default. 

TWO: The leader selects "Decision-makers" throughout the company to make the "final decision" and to be held exclusively accountable for each final decision he or she makes.

THREE: The leader teaches "Decision-makers" a proven and consistent process for making decisions (for which they will be held soley accountable)

FOUR: The leader teaches "Decision-makers" how to select "Advice-givers" (which is also a proven and consistent process).  These tend to be people closest to the activity and with similar experiences to the activity.  The leader also hires external "change agents;" specialized, with key experiences (like me).

FIVE:  "Decision-makers," as part of their sole accountability, initially communicate their final decision, then they measure, track (count, or "a-count") and adjust the results of their final decision. "Decision-makers" follow-through beyond each final decision.

 -- by Bruce Seidman, founder of BruceCoastal, former owner "Sandler" for 29 1/2 years:   www.sandler.com 

Sandler Culture:  this is a simple concept:  

https://www.sandler.com/career-opportunities/

email: bruce@brucecoastal.com