Getting the job done

Getting things done in your organization is based on relationships—in particular the breadth of your [ever-so-patiently developed] network throughout the company, in every function, and at every level from top to bottom. (Time and again it’s the folks who have a wide and deep network three levels “down” in the organization who perform miracles, seemingly without raising a sweat.) And the strength and ubiquity and reliability of that network is a function of time invested. Lunches. A helping hand with a problem. A kudo for a little task well done. And a dozen dozen other things. It’s funny really. Some marvel that getting even complex things done seems “so damned easy for Mary [or Mark].” So damned easy because of a longterm, patient effort to extend her or his network throughout the entire organization (source: http://changethis.com/manifesto/show/164.01.ExcellenceDividend).