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Speaker A Question is, can you produce a baby by having nine women be pregnant for one month? You time. There are things that take time and there are processes that can be sped up. When you're talking about technology, you're talking about people. Now we're in the realm of biology. I think there are things that can speed things up, but there are limits to that. And one of the realities that makes a consultant's life less beautiful than it might otherwise be is the CEOs never understand that the most important thing in their role, maybe the only thing in their role is to bring in requisite. They always think they have to be making profit at the same time and serving customers as you work through the organization, no matter how much of a priority the CEO says this is, there are other realities that always get in the way. So the question I would put a pose to the CEO then is, okay, here's the process we can take. And when you say implement, of course implement is an ambiguous term. Do you mean you have the structure right? Do you mean people are you have the right people in the role? Do you mean managers are well skilled? Well skilled to what degree, et cetera? In a stratum seven organization? Elliot saw full he saw the Vphr's role as being 15 years. The longest task was 15 years to really embed requisite in the organization. And the thing is that what's there within the organization is you always need remember, I mean, there are three accountabilities of an employee work with full commitment on every task your manager assigns you. Stay within policy, give your manager your best advice and your best advice about anything, but particularly about you want me to transform a company in six weeks? I don't think I can do that, not with the budget you've given me. I don't know what the opposite is of cascade ascends it ascends to the CEO and the CEO has to give that information to the board. Now, what happens between the board and the shareholders is not requisite, it reverses. Yeah, at some point someone has to deal with reality, but with the demands of the environment and of the shareholders. But as an employee, I'm a VPHR in a stratified company. I'm in a stratum four role. You want me to totally transform all of this in three years, boss? I don't, I don't think it's possible. And you need to be able to push up because otherwise the alternative is to say, well, yes, I'll do it. And we have so many systems and organizations that encourage lying. The standard thing is to say, yes boss, and in three years I say, gee, I guess it didn't happen and maybe the boss doesn't boss may have forgotten about it, doesn't notice it, or mean, one of the things in requisite is, well, I'll tell a story is it Raul Gimmerman who spoke the other day. Is it Raul? This is his first name. Yeah. He told the story of the Challenger. Some of you may be familiar with the work of Jerry Harvey and Jerry was he's most famous for a piece he wrote called The Abilene Paradox. And the Abilene Paradox is that people in groups will at times make a decision as a group. That's the exact opposite of what everyone in the group wants to do. A very simple example of I hope I'm not breaking cultural rules here, but two people go out on a date, the first date, and they're both really very attracted to each other and very desperate. But the woman doesn't want to look loose and the man doesn't want to look pushy, and they both go home, not having the passionate sex that both of them wanted to have. And what he's saying is that things that make us we're afraid will make us unacceptable, we pretend we don't have. And he talked about this to a large audience once and then got a letter from one of the participants who said, I was one of the engineers in the Challenger. And he said the rules of engagement were at the morning of the launch the 20 managers sat in a circle and each one had to say yes. And the rules of engagement were if you said no, you did not have to justify it. And you said, I wrote no on a three by five card no. We should not launch. The seal is unsafe. We're in danger of its braking. We should not launch. First person said yes, second said yes, third said yes. He heard himself say yes. He said, since your talk, I spoke to speak with 18 of the 20 engineers, every one of whom said, I meant to say no. A different version from what Rabbi told. And when people say, what do you need to do to prevent that in your company? He says, well, there's this thing called requisite organization because what we need to do is have the practices in place. There is a very misplaced sense of loyalty that people have. Tell you another story training about all management practices in an organization. And this one manager said and we were talking about best advice. He said, Five years ago I was in a Stratum Four role and assigned an 18 month task to a Stratum Three subordinate, a critical, critical project. And everything else hung on that one project. And I worked with this guy very closely for the first twelve months and we were doing very well after that. I was busy and couldn't work as closely with him but still kept saying to him, how's it going? This, how's the project? He kept saying, the project is great, going fine. Two weeks before the project was due, the guy came into his office and said, I'm going to need another two months. And the manager kind of pulled himself down from the ceiling. He was furious because everything depended on that project. And he said to him, Why? How long have you known this? And he said, oh, three or four months. Why didn't you tell me? Said, well, there was always a chance you might get hit by a bus. And what he's saying is, much as I respect you as a manager, I respect you so much, I feel so loyal to you that I'd rather today be standing at your funeral than giving you this news. That's the bizarreness of human nature. So the requisite practices you need to have managers. Really. This is one of the things that where I do differ from what Elliot told you. Don't just say to everybody, our new policy is you inform your manager when you're going to be late. Managers need to be trained. That when they're meeting with their team and someone says, Boss, I disagree. I think that's wrong, you stop them right there, and you say to everybody, this is exactly what I mean by best advice. Thank you very much. And there are groups where the manager will have to do that every meeting through six months, and it will take the bravest person in the group to do that. But when that happens, you got to catch it, reward it, make people aware of it. Ram.