Use “public hangings” to deter bad behavior.

Have the clearest possible reporting lines and delineations of responsibilities.

Assign responsibilities based on workflow design and people’s abilities, not job titles.

Constantly think about how to produce leverage.

Recognize that it is far better to find a few smart people and give them the best technology than to have a greater number of ordinary people who are less well equipped.

Use leveragers.

Remember that almost everything will take more time and cost more money than you expect.

Do What You Set Out to Do

Work for goals that you and your organization are excited about and think about how your tasks connect to those goals.

Be coordinated and consistent in motivating others.

Don’t act before thinking. Take the time to come up with a game plan.

Look for creative, cut-through solutions.

Recognize that everyone has too much to do.

Don’t get frustrated.

Use checklists.

Don’t confuse checklists with personal responsibility.

Allow time for rest and renovation.

Ring the bell.

Use Tools and Protocols to Shape How Work Is Done

Having systemized principles embedded in tools is especially valuable for an idea meritocracy.

To produce real behavioral change, understand that there must be internalized or habitualized learning.

Use tools to collect data and process it into conclusions and actions.

Foster an environment of confidence and fairness by having clearly-stated principles that are implemented in tools and protocols so that the conclusions reached can be assessed by tracking the logic and data behind them.

And for Heaven’s Sake, Don’t Overlook Governance!

To be successful, all organizations must have checks and balances.

Even in an idea meritocracy, merit cannot be the only determining factor in assigning responsibility and authority.

Make sure that no one is more powerful than the system or so important that they are irreplaceable.

Beware of fiefdoms.
