**June 6, 2023** #### #### Links [Transistor](https://share.transistor.fm/s/b5229e07) [Spotify](https://open.spotify.com/episode/6sJD99gECcG7rdwKZTxZZa) [Google Podcasts](https://podcasts.google.com/feed/aHR0cHM6Ly9mZWVkcy50cmFuc2lzdG9yLmZtL2Vzc2VudGlhbC1keW5hbWljcy13aXRoLWRlcmVrLWh1ZHNvbg/episode/MTEwYTE2NDMtYzdmMy00N2UwLWFkNDYtMzYyYjVjYzczNzRi?sa=X&ved=0CAUQkfYCahcKEwjQz-z-6K7_AhUAAAAAHQAAAAAQLA) [Apple Podcasts](https://podcasts.apple.com/ca/podcast/ann-mactaggart-management-attention-is-a-precious/id1542392917?i=1000615869283) [Podcast Addict](https://podcastaddict.com/episode/https%3A%2F%2Fmedia.transistor.fm%2Fb5229e07%2F0cc60260.mp3&podcastId=3153944) #### Summary Ann and Derek explore the idea that management attention is a precious resource that we should learn how to manage better. #### Concepts - [[Management Attention]] - [[The System]] - [[Constraints]] #### Quotes >I think there are three levels here that we could talk about. One is recognizing that management attention is a scarce resource. That it's precious and it should not be wasted. The second is to then pull out of the business, and to look at the business as a system, and then the third thing is to get good at spending your time operating your business as a system. >We try to help leaders step outside of the busyness, step outside of being part of the production line, and to have them look at their business as a system. And when you look at a business as a system, we can flow that right into [[Essential Dynamics]]: there's a purpose, and then there is a set of steps, a process, or a path, that are done by people. So we have our [[people]], our [[path]], and our [[purpose]], which is a great way to break up a system, because what you don't want to do is break up a system by carving it into functions like you typically do in an organization chart...because then everyone gets inside their little box and tries to optimize their box, which is not the same as optimizing the system. >So we really want to take a systems view, and when you take a systems view you can identify the part of the system that can't keep up with the rest of the system, and that's your leverage point. >There are some things than can move things along quickly and others that take more time. We call the thing that's the slowest part of that process the [[Constraints|constraint]], and when you improve the system at the constraint, you get more output. When you improve the system anyplace else, the overall production is still held up by the constraint, and so you don't get more output. >Constraints aren't necessarily bad, but they are a key to managing the system, because that's where you want to focus your time and attention, the most limited part of your system... Take a systems view and then find the part of the system that needs your attention. >Taking that systems view adds a degree of separation, and so it allows... the more unbiased view for the leader to very much focus on looking at the one system. If you can get a handle on your attention and really understanding your business model, or your value creation system, you can then focus all that attention to find out how to further improve flow. >The leader who touches everything limits capacity all over the place, whereas the leader who teaches people to think of everything as a system gives capacity. >Management attention is a precious resource of the organization that we don't tend to manage well. #### See also - [[Episode 25 Management Attention is the Ultimate Constraint]] - Ann and Derek are at [Get Unconstrained](https://getunconstrained.com/) %% Next episode is best practices for managing management attention. >The management team of an organization has limited capacity to pay attention to things...and in fact it's the most precious resource of the whole organization. %%