From an article I stumbled across over at Harvard Business Review:
The secret to being a great manager at Bell Labs is hiring the right people, giving them the tools they need, pointing them in the right direction, and staying out of their way.
It aligns perfectly with my article, “Processes, Automation and Human Potential“. It sums up succinctly how you do not rely on policy and micro-management to get things done. Whenever I see an organization relying on dictations, I know they fail on a) recruitment, b) training or supplying the right tools for the employees to freely use, or c) setting clear goals for delivery.
(Hugh at Gapingvoid.com)