Having all the all the facts and feedback always and immediately available changes a managers outlook and perspective. It develops a habit of certainty and a confidence that problems can be identified quickly and precisely.

The combination of the verified operational planning and the feedback clarifies the managers role and enables their delivery. However it also provides a communications spine and an information currency that ensures each managers knows what they need to know.

Once the facts and feedback mechanisms are structured properly, they can be used to support and reinforce the management structure. Hierarchical visibility means that each manager, in addition to their own information, also has access to that of the managers reporting to them. This creates its own pressure on managers to use their information accurately and fully.

Making the right decision at the right time is a critical part of management response. Decisions based on fact are better decisions but the structure also needs to help ensure that the decisions are made on time. Making the right decision at the right time is a critical part of management response. Decisions based on fact are better decisions but the structure also needs to help ensure that the decisions are made on time. Making the right decision at the right time is a critical part of management response. Decisions based on fact are better decisions but the structure also needs to help ensure that the decisions are made on time.

Task defined roles and appropriate feedback both positions and enables managers. It also makes them potentially accountable and responsible. However real accountability needs clarity. The structure must highlight the underlying issues with sufficient precision so that ownership is beyond question. Accountability should not be a matter of debate.

The combination of the terrain and mechanics already examined acts as an enabler and creates a positive influence on management performance. The availability of transparency, visibility and control provides a safety net and guards against slippage. The structure must ensure problems are dealt with promptly and appropriately whether those problems are operational or performance related..

The nature of meetings changes when problems and their causes are routinely and independently identified. Meetings often focus on agreeing the causes of problems rather than on their resolution. The combination of full feedback and hierarchical visibility ensures that meetings can and do focus on correcting the issue.

The process should also facilitates personal review and the interaction between managers. The identification of the precise tasks that need to be completed and the fact that the feedback is tied to them, means that discussion can focus on the problem rather than the person.

Performance standards are difficult to maintain where there is an absence of clarity and certainty. It is difficult to insist on achieving a particular standard when the current level is open to debate. When the levels being achieved are accurately determined, managers can use the structure to establish the performance culture. The impact of slippage at the task level can be assessed in terms of its overall impact on the corporate objectives. Management can use this knowledge to clarify and control the performance culture.