| Line of Sight Management is a term that | | | | 3. CTY information. This is information that the |
| describes how a Manager "sees" and reacts to | | | | Customer Told You. |
| Events that happen in daily Operations. Events | | | | 4. IC information. This is information from |
| refer to anything that occurs in daily operations, | | | | Incidental Contact with other people not |
| whether or not a response is required. Line of | | | | necessarily in your field. |
| Sight refers to how a Manager takes in | | | | 5. YGI information. This is information from Your |
| Information about that event and then initiates a | | | | Gut Instinct. This information requires |
| Response. It's the "Information" and the | | | | development by you for you. |
| "Response" we will be addressing today. | | | | Sharing is the name of this game. The more you |
| How a Manager "sees" the event is very | | | | Share, the more you get back. Using all of your |
| important in Line of Sight Management. You need | | | | information resources is the Managers |
| to have several information flows that deliver | | | | responsibility to yourself and your staff. It's the |
| news and information so you can form a | | | | first step in Line of Sight Management. |
| Response that takes place in time, is relevant and | | | | The second is the Response. It's the end result of |
| has impact. | | | | you processing the information you have received |
| Let's talk about how information is collected. | | | | and coming to a reasonable course of action that |
| Relying constantly on one source will bring you | | | | is in Response to the information and |
| eventually to a precipice called "The Cliff of | | | | circumstances. It is not in spite of or in lieu of. |
| Believe It or Not." If you have ever faced this | | | | Responses are judged by several factors. |
| dilemma you know what I am talking about. | | | | 1. Is the Response Reasonable? |
| Suddenly the source you have always counted on | | | | 2. Is the Response the result of clear thinking on |
| is sounding doubtful and dubious. "The KiLLer D's." | | | | the facts and specifics? |
| And you have to initiate a course of action. This is | | | | 3. Is the Response Timely? |
| not the time to start to develop a new Best | | | | 4. Is the Response truly Executable? |
| Buddy relationship with Bob in accounting. | | | | 5. Is the Response Effective? |
| Some information flows you may want to | | | | The term" Line of Sight" really refers to the |
| develop if you have not already. | | | | awareness of the Manager, their ability to gather |
| 1. MBWA information. This is the information you | | | | information and formulate a reasonable Response |
| gather when you practice Manage By Walking | | | | to the situation. Good Managers know this. Great |
| Around on a daily basis. | | | | Managers develop this. Outstanding Managers |
| 2. OM information. You get this information from | | | | Take Action and Implement this. |
| talking with Other Managers. | | | | |