"Good intentions never work, you need good mechanisms to make anything happen."
Good intentions don’t work. They make us feel better for a short with phrases like “yes, that’s a problem, we should do something” give us a false sense that we actually did something, especially when done by an entire team.
But this is short lived, after a few weeks, days or even hours the same issue reoccurs and we think to ourselves “didn’t we talk about this already?” - you did, you all agreed it was a problem and that something should be done, but nothing happened.
Good intentions don’t work, mechanisms do.
A mechanism is made up of 4 parts:
Process: even if this is just 4 steps, having a start, an end and a clear picture of what must happen and in what order is key. Without process there can be no improvement.
Tool: whether it’s a whiteboard, a to-do list, a SharePoint site or a sophisticated ERP, you need somewhere for the process to live, contain the logic and your data. The tool is what guides your process ensuring predictability and repeatability.
Adoption: a great process and tool is irrelevant if people either don’t know about it or don’t know how to use it. Your mechanism also need to be adopted by everyone, without exception. If there are issues with adoption, it’s likely a problem with your process and/or tool in which case it's time to change either or both.
Audit: if the process is in place, the tools is working and people have adopted then that should be it, right? Wrong. Over time, processes degrade, adoption wains and tools become out of date. You need to make sure that the mechanism continues to work and is iterated on. Your audit is the basis of accountability.
Whenever you find yourself saying or hearing, "that’s a great idea", or "we should do something about that" - make sure your next sentence is “what’s the mechanism to get this done?".