LET'S IMAGINE YOU ARE A senior manager and you have the opportunity to increase productivity, workers' safety, team morale and become a more effective team.
Just like with the TV infomercial there is more!
This opportunity will close more sales, increase the top line, reduce re-work and increase the profitability of the organisation. And it is not going to cost you big bucks- for new tooling, equipment, training and more personnel.
You would be crazy, if not negligent, not to at least find out more about this wonderkid of a development ? Yes? Yes!
Atul Gawande (@Atul_Gawande) in his book Checklist Manifesto writes of the origin of Checklists. A successful surgeon and author Gawande draws on his own experience to operate, literally, in a world of growing complexity.
At first, he writes of his own experience in the world medicine but broadens it to take in all areas of our community and life. Gawande was concerned by the exponential increase of surgical operations worldwide combined with complexity and specialisation of medicine, resulting in millions of deaths and disabilities that were not decreasing with the economies of scale.
With investigation, Atul realised, that level of death and disabilities from surgery came not so much from the fault of ignorance of knowledge, this was progressively being addressed by training and research break through, but the simple known aspects overlooked. What Gawande called ineptitude, where the knowledge exists but failed to be applied correctly.
Atul was asked by World Health Organisation (WHO) to improve Patient Care but without the support of a budget to invest in equipment or major training. He proposed Checklists be trialled in 8 hospitals in both developing and developed countries.
The result was a significant reduction in death and disabilities. It is now being rolled out in hospitals globally.
Checklists are not a To Do List.
Related but TO DO LIST is an endless list of things- both important and non important. A transactional, an analogue process which is often largely filled with just stuff (technical term is Crap).
A Checklist is concise and brief, comprising important items which MUST be done that moves us towards our Purpose or Goals. It is strategic 'must do’, having significant effect if it is not exercised.
Importantly Checklists will have a major effect on an organisation's results if the concept is understood and implemented in a correct manner. Its application doesn't require new million dollar machinery. Does not affect CapEx. In fact the cost to implement is minuscule . It's ROI incredible and impressive.But it does require a much greater effort. It requires THINKING and Discipline to commitment.
But any CEO or Senior Manager has the courage to implement will be rewarded by great results and accolades.
Embracing Checklists will:
- Gain more prospects and clients-if included on a sales representatives Sales call Checklist, i.e. Last action before end of call: 'Ask for Referral’.
- Prevent error in prescribing drugs in Emergency (which happened to the writer’s relative and was fatal).
- Reduce rework (e.g., as simple as 'measure twice, cut once’).
- Get one last sale: 'Fries with that?'
- Facilitate cross selling ( ‘now is there anything we can further help you with…financial planning?"
- Focus employees in meetings (" Lets be clear on the purpose of todays meeting").
What's in it for me?
- Brings Focus to yourself, managers' and team as to what is important and what should be in focus
- Gives senior managers influence right to the frontline on correct process and procedures
- Ensures safety guidelines and shows diligence by senior managers to ensure they are complied- considering serious penalties for not following can be jail time.
14 Keys to Checklists 
1/ Know the difference between a Checklist and To Do List (often used wrongly and interchangeably).
2/ Ask what is the purpose of introducing a Checklist.
3/ Know that Checklists are limited to finite number of points - this could vary depending on the process but kept ideally kept to a minimum (a manageable and critical 5-7 items in many areas).
4/ Expressed in simple easy to understand language.
5/ Items included are 'must do', strategically aligned with the purpose and goals.
6/ Does not include items not regarded as important that would be done as a matter of course.
7/ The Checklist should be tested and trialled in operation until the correct items and number included are agreed.
8/ Implemented with a training program so there relevance and importance is understood and contrast to a To Do List.
9/ Can be Do and then Checkoff, or Check then Do.
10/ Could take a couple of minutes ( 90 seconds to 2 minutes- ideal to administer or complete).
11/ Checklist may be undertaken at pause points ( aircraft crew before pushback and then cockpit crew immediately before takeoff ).
12/ Could be adopted by a single person as a reminder and personal disciple to stay on track and help with their personal focus, or as an effective medium to coordinate a high performing team.
13/ Slowly introduce into your business where you can supervise the introduction.
14/ Must become a habit through repetition and used 100% at all times by senior management. ( Who are not exempt, or above the process because of rank.)
Be warned. As simple and as effective as Checklists are they will not be embraced by all in your business. There will be some who question their value, of having some of the items included and why it has to be strictly followed EVERY time.
These people, who are likely to pushback, should be consulted early and asked for their input, and understand why their support is crucial to the adoption of the new process of Checklists. They are often the most senior and most experienced. But also the most influential in adoption of change.
Atul Gawande acknowledges the pace and complexity of change has driven the necessity.
The volume and complexity of what we know has exceeded our individual ability to deliver its benefits correctly, safely, or reliably. Knowledge has both saved us and burdened us."
It is a long way and time from the origin of Checklists, back to a 1936 crash of the prototype US military plane. An event which shaped the pre flight lists we are all familiar with flying, that have saved possibly millions of lives.
The origin of Checklists can be seen in the link to a preceding post:
In summary, senior managers willing to implement the merits of Checklists will not be disappointed with outstanding results and accolades on offer for their leadership.
if you found this blog interesting and of value we invite you to LIKE and SHARE for others also to gain from the benefits of CHECKLISTS.
OTHER POSTS INCLUDE:
- Darwin Awards for Sales people
- What is your Coaching philosophy
- Remarkable People leave their mark
