An Establishment Officer who stands around or sits around just talking to people or seniors is dev-t.

Эсто должен быть подвижен. Он не должен «застревать» в какой-то одной точке отделения или организации.

If these people knew what was wrong the stats would be in Power. So if they aren’t, why gab?

Под «застревать» имеется в виду, например, такая ситуация, когда вы день за днём ошляпливаете лишь одного сотрудника, позволяя при этом разваливаться целым отделам.

Questions, sharp and pointed, as in an investigation, yes.

Вот почему вы выполняете «короткие циклы» в той или иной области. Под этим подразумевается выполнение короткого цикла «начать-изменить-остановить», при котором вы ЗАВЕРШАЕТЕ то или иное действие.

But an Esto who just talks, no.

Вот почему вы

A GOOD ESTO LOOKS.

а) проводите мгновенное ошляпливание,

The scene is in the hats or lack of them. The scene is on the org bd or lack of it.

б) добиваетесь производства,

THE SCENE IS RIGHT BEFORE ONE’S EYES.

в) даёте человеку изучить ИП, относящееся к его мини-шляпе,

It is moving or it is not

г) добиваетесь производства,

Its graphs are rising or they are level or falling or they are false or don’t reflect the product or they aren’t kept or they aren’t posted.

д) даёте человеку изучить ещё одно ИП,

Products are appearing or they are not.

е) добиваетесь производства.

Overt products are occurring or good products.

Производство является критерием, с помощью которого эсто определяет, добивается ли он успехов на своём посту.

The lines are followed or they aren’t.

Эсто работает со всей областью, выполняя индивидуально с каждым сотрудником короткие циклы, которые он может завершить.

The mest is okay or it isn’t.

Также эсто проводит тренировки со всей группой, шаг за шагом.

It is a SCENE. It is in three dimensions. It’s composed of spaces and objects and people.

Здесь используется градиентная шкала. (Ознакомьтесь с ней, если вы не знаете, что это такое.)

They are on a right pattern or they aren’t.

Например, вы определили, что именно является основным продуктом для каждого сотрудника в отделении. Затем сделали что-то ещё. Затем добились, чтобы продукт каждого сотрудника был доведён до стадии, когда его можно обменять. Затем выполнили какие-то другие действия и т.д. и т. п.

A person is on post or he is moving onto one or moving off or isn’t there at all or he is dashing in and out.

Эти другие действия, выполняемые вами, заключаются в нахождении «почему» для области, в которой образовался затор, в улаживании ситуации, когда кто-то сбежал, или в выполнении любых других обязанностей эсто.

None of these things are verbal.

Но не надо в течение восьмидесяти двух часов проводить ошляпливание Джо, который потом не добивается успеха, в то время как все остальные остаются без всякого внимания.

Few are in despatches. Quantities of despatches, types of despatches, yes. Content? Only good for investigation, not for adjusting the lines, types and volumes.

ИСР будет постепенно уменьшаться, а производство будет расти, ЕСЛИ вы будете использовать короткие циклы.

Example: Overloaded exec. Examine his traffic. Don’t talk to him. Examine his traffic. Look to see if he has an in-basket for each hat he wears, a folder for each type or area. Find a WHY. It can be as blunt as he doesn’t know the meaning of the word “despatch.” Use the WHY. Handle. Hat his communicator on comm procedures. Hat him on comm procedures. Examine his org bd. Find where it’s wrong. Adjust it. Get his agreement. And the load comes off and product goes up.

Не «застревайте». «Я поработал в первом отделе и сейчас положение там улучшилось. В следующем месяце займусь вторым отделом» – это неправильный подход к делу.

Now there are moments in that example when one talks. But they are concerned with ACHIEVING THE PRODUCT OF AN ESTABLISHED PRODUCING EXECUTIVE.

Используйте короткие циклы. Внимание должно уделяться каждому штатному сотруднику индивидуально, также как и всей группе.

If the Esto doesn’t himself know, name, want and get and get wanted his Product 1 (an established thing) or Product 3 (a corrected establishment) he will talk, not look. (See P/L 29 Oct 70 Org Series 10 for Products 1, 2, 3, 4.)

Если бы один человек был полностью ошляплен, а все остальные – нет, то они в любом случае просто скинули бы с него шляпу.

You can’t know what’s happening in a kitchen by talking to a cook. Because he’s not cooking just then. You can’t know how good the food is without tasting it. You don’t know really how clean a floor is without wiping at it. You don’t know how clean an ice box is without smelling it.

Не застревайте на терминале, который создаёт ИСР. Последовательность действий такова: инструктаж, креминг (усиленное обучение), переподготовка, увольнение.

You don’t know what a tech page is really doing without watching him.

Короткие циклы работают. Выполняя короткие циклы, вы получаете возможность выявить те области, в которых дела идут хорошо, и те, в которых дела идут плохо. Благодаря этому высокостаты получают вознаграждение.

You don’t know how an auditor is auditing without listening to him, looking at the pc, the exam reports, the worksheets, the date and progress of the program. If you listened to him, wow, one sometimes hears the greatest sessions that you ever could conceive.

Никогда не допускайте возникновения такой ситуации, когда администратор по продукту может сказать вам: «Я благодарен вам за то, что вы тратите столько сил на ошляпливание Оскара. Когда-нибудь, когда вы с этим закончите, дайте мне знать об этом. Тогда мне больше не нужно будет удерживать отделение от развала, и я снова смогу заняться производством своего продукта».

To adjust a scene you have to LOOK AT IT.

Постепенно вся группа начнёт добиваться успеха. Она прошла тренировки как группа в соответствии с оргсхемами. Она прошла ошляпливание: каждый сотрудник был ошляплен индивидуально в отношении одного продукта или по одному ИП.

Между тем вы работаете не покладая рук, чтобы внедрить оргсхему, ввести в курс дела новых сотрудников или найти «почему», которое так жаждет получить главный эсто.

An Esto or Esto I/C or Exec Esto who tries to do it with admin will fail.

Если эсто в течение двух дней не уделял внимания индивидуально какомуто штатному сотруднику, пусть даже совсем немного, то этот эсто «застрял».

Admin is S-L-O-W.

Не застревайте!

A Product Officer acts very fast if he is producing. The flurry to get a product can tear the establishment apart.

Обеспечивайте наличие потока. Будьте подвижны.

You don’t halt the flurry. That’s exactly counter to the purpose of an Esto.

Вы можете, вы знаете. И будьте также очень эффективны.

The right answer is to ESTABLISH FASTER AND MORE FIRMLY.

It takes quickly found RIGHT Whys to really build something up.

And it isn’t done by admin!

“Dear TEO. I have heard that you are in trouble with the D of P. Would you please give me a report so I can bring it up at a meeting we are holding at the Hilton next week to see if we can get people to cooperate in sending us Whys about the insolvency of the org. My wife said to say hello and I hope your kids are all right. Drop around some time for a game of poker. Seeing you some time. Don’t forget about the report. Best. Joe, Esto I/C.”

Right there you’d have a Why of org insolvency. Not any meeting. But that it’s on a despatch line. TOO DAMNED SLOW.

Already establishment is slower than production. It always is. And always will be. It takes two days to make a car on an assembly line and two years to build a plant.

BUT when you make establishing even slower, you lose.

Esto admin is a splendid way to slow down establishment.

Let me give you some actual times.

1. SITUATION: Overloaded exec. Three periods of looking, each 15 to 20 minutes. Time to inspect and find WHY, and handle Mis-U word 32 minutes. Time to write cramming orders on a communicator 17 minutes. Total time to totally Esto handle: 1 hr and 49 minutes over a period of three days.

2. SITUATION: Investigation of lack of personnel. Collection of past records 1 hour. Location of peak recruitment period by record study 7 minutes. Location of EDs and hats of that period 35 minutes. Study of what they did. 20 minutes. Location of Why (dropped out unit) 10 minutes. Orders written as an ED to reestablish unit. Approval 9 minutes. Total Esto time 2 hours and 21 minutes. Plus time to form unit by HAS, 1 day. Unit functioning in 36 hours and got first 3 products in 2 days.

3. SITUATION: Backlog on an auditor. Inspection of lines one half hour. Of folders of all auditors and their times in session 2 hours. Finding WHY and verifying 25 minutes (other HGC auditors dumping their pcs on one auditor because he had a slightly higher class and “they couldn’t do those actions”), investigation of D of T 32 minutes (not on post, doing admin, Supers doing admin). Writing pgm 35 minutes. Locating P/Ls on course supervision, one hour. Writing cramming chits on 6 auditors, Supers and D of T 1 hour 15 minutes. Total time 6 hours and 17 minutes. Check of Why five days later found HGC stats up and auditor not backlogged.

4. SITUATION: Stats I/C goofing, making errors. Meter action Method 4, 18 minutes. Found word “statistic” not understood. Total time 18 minutes. Check back in 3 days, Stats I/C doing well, taking on all the duties of the hat.

5. SITUATION: Pc Admin only instant hatted. Getting her mini-hatted. M4, demos, clay demos, 4 days at 1 hour per day and 15 minute check in late day to see if she is applying it to produce what it says, 5 hours.

6. SITUATION: Exec believes all his products are overt. Three hours and 15 minutes completing 14 Steps of Esto Series 5 on him, locating only one product was overt. Twenty minutes cleaning up how to unbug it. Three hrs and 35 minutes.

These are typical Esto situations. They are not all the types of actions Estos do. They would be typical total required time involved if the Esto were right on his toes.

I do such Esto actions. They are very rapid and effective. So what I am writing is not just theory.

Not all actions are at once successfully resolved. I have been involved in efforts to find a WHY in a very broad situation for months before all was suddenly revealed.

But where in all this was writing despatches about it?

One knows he is right when he looks and when he finds the right WHY. It’s always F/N VGIs. Gung ho! (“Pull together.”)

So one isn’t only looking. He is looking to see the scene and find the WHY and establish.

If the Esto has spotted, and named the product he wants, then he has a comparison with the existing scene.

He cannot compare unless he looks!

Product named and wanted. Is it here in this scene? One can only see by looking.

You start listening and you get PR, problems, distractions, 3rd partying, etc., etc. An Esto gets into a cycle of

Outpoint, handle, outpoint, handle, outpoint, handle.

He hasn’t looked and hasn’t found a Why. So the scene will get worse.

You have then a busy, frantic Esto with the walls of Jericho falling down all over him because he listens to people blowing their own horns.

When you see an Esto standing and listening. Okay. If you see it again elsewhere. What? What? This Esto is not doing his job.

If you see an Esto standing and watching, okay. If you see him pawing through old files, okay. If you see him sitting doing a checkout, okay. If you see him working with a meter on somebody, okay. If you see him with a pile full of hats gazing into space tapping his teeth, okay. If you see him running, okay. If you see him reading policy, okay.

If you see him sitting at a desk doing admin, no, unless it’s “today’s chits.” As a habit all day, No No No No No No.

If you see him standing talking, standing talking, give him a dev-t chit. He’s not being an Esto.

The real tale is told when a division or an org is established so that its stats RISE and RISE.

When the staff looks happier and happier.

When the public being served is bigger and bigger and more and more thrilled.

And the Esto achieves all that by LOOKING.

A good Esto has the eye of a hawk and can see an outpoint a hundred feet away while going at a dead run.

A good Esto can find and know a real WHY in the time it takes a human being to wonder what he’ll have for dinner.

A good Esto LOOKS. And he only listens so he can look.

And like Alice he knows he has to run just to keep up and run like everything to get anywhere.

And so a good Esto arrives.