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Speaker A I was working with one of my clients, a manager in a water utility, and in our usual process of the manage leading the team. And I was working with her direct report, who is a manager, listening to her give context for this workshop and the work that the team would be doing beyond the workshop. And she said, my manager, Jenny, has told me that this is a gift, that this requisite organization is a gift for managers. And she's told me she's passing this gift on to me and I should treat it with care. And I'm now passing this gift on to you, my managers, who are now frontline managers in the workplace. So the chapter in the book is really just a story about Jenny's journey. Jenny is a general manager and her journey of implementing this, first her search for understanding and she educated herself, read a bit about it, and then her courage in going forward in the organization, in leading a pilot. And so she was the first general manager to implement it. And her story was quite remarkable. In a period of three months, she was able to turn her team around and to produce some really significant results. She says her own personal productivity improved 100% and she's now leading one of the most significant It projects. And she says she has confidence, she has confidence that she will be successful. And her team, more importantly, her team are clear about what's expected of them and they are confident of their success. We first started off by taking her whole team, her teams of teams, through the key principles and developing this shared and common language so they could have conversations. She changed the nature of her meetings, she meets weekly. And she implemented a task assigning and teamworking process so that she brings her team together when they have a problem or a significant issue that needs to be resolved. She brings her team together and she uses a very effective engagement process to bring out the key issues. And then she assigns the task so that all the team members understand the clear context around this task. And then she finds she can leave her people. She can leave the person she's assigned the task to and those other team members who need to support that manager. She can leave them to do their work. She can leave exercise their discretion and judgment to do the work without her having to interfere, which was the approach that she felt she'd needed to have prior to these principles. Also, she also decided she restructured her group and appointed a specialist role within her team. Now they'd had six Sigma in the organization that hadn't worked well for about a two year period, at significant expense to the organization and significant personal expense to these six Sigma experts who found that they couldn't get any of their projects off the ground and couldn't get any success in them. So she appointed one of these black belts into her team and realized that she needed to integrate the work of the specialist working on process improvement within her team of line managers. So we went through a process of alignment, first identifying getting role clarity, identifying the accountabilities of the line managers in implementing process improvement and the accountability of the specialists in supporting that. And then we aligned the two groups in what they owed each other in the work that they were doing together. And as Jenny says, she could never unlearn this now, and she can only move forward with it, and she can never unlearn it. So she can take it anywhere. Doesn't matter whether the whole organization is requisite or not. She's working in a requisite way, and therefore she's attracting interest within the organization. But it's something that because it's natural, once you work that way, there's nothing else that compares.