work the system 3rd edition - february 17, 2012

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—Tomas Cox, ounder o Cox Business Consulting

“Work the System

.”—Nancy Hagan, executive productivity coach, Efective Executive

“I ‘ ’ S, ‘ . . . ’.”

—Rodney Sampson, Author, Kingonomics

“W S C Work the System z !”

—Michael Jans, president, Insurance Proft Systems

“S C .”

—Rich Sloan, co-ounder o StartupNation.com

“T .”

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“I I . O I j I . I

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Praise or the second edition o

W ork the S yStem

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WORK

theSYSTEM

The Simple Mechanics

of MAKING MORE

and WORKING LESS

Tird Edition

Sam Carpenter



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To Linda, o course



One should choose the simplest explanation,

the one requiring the ewest assumptions and principles.

—William o Ockham, ourteenth-century English philosopher



CONTENTS

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Preace to the Third Edition: W S Work the System . . .

Preace to the First Edition: I’ J M . . . . . . . . . . . . . . . . . . . .

Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Introduction: T S S. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Part One: T S M . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. C I G T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

. E D N U A . . . . . . . . . . . . . . . . . . . . . . . . . . 5

. T A M . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. G---H E. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

5. E T: C M . . . . . . . . . . . . . 58

6. S R, S M . . . . . . . . . . . . . . . . . . . . . . . . . . . 66

7. G I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78

Part Two: M I S (C D) . . . . . . . . . . . . . . . . . . . . . . . . 85

8. S H P . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86

. W A Pj E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

0. Y S Oj G O P . . . . . . . . 0

. Y W P . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6



x Work the System

Part Three: S S W A (F C) . . . . . . . . . . . . . . . . . . . 5

. G E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

. E O . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. Q C . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

5. P--S T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

6. E S O G P. . . . . . . . . . . . . . . . 60

7. C C C . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

8. C: G W . . . . . . . . . . . . . . . . . . . . . . . 76

. P T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

0. T T C P . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

. S I W L . . . . . . . . . . . . . . . . . . . . . . . . . 00

Epilogue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 05

Appendix A : C’ S Oj. . . . . . . . . . . . . . . . . . . . . . . . . . . 06

Appendix B: C’ T P . . . . . . . . . . . . . . . . . . . . . . . . . . . . 08

Appendix C: S W P . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Appendix D: T W S A . . . . . . . . . . . . . . . . . . . . . . . . . 0

Appendix E: B W S C . . . . . . . . . . . . . . . . . . .

Appendix F: F C . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Appendix G: O’ Rz TSR . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Appendix H: C’ P P. . . . . . . . . . . . . . . . . . . . .

Appendix I: C’ S C . . . . . . . . . . . . . . . . . . . . 7

Appendix J: B D S . . . . . . . . . . . . . . . . . . . . . . . . 0

Appendix K : O O . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Kashmir Family Aid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 243



Foreword“I I had eight hours to cut down a tree, I’d spend six sharpening my axe.”

—Abraham Lincoln

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Out o clutter, fnd simplicity. From discord, fnd harmony.

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Introduction: The Simplest Solution 3

marginal quality and my body and mind will continue to be stretched to the

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My ather says that almost the whole world is asleep. Everybody you know. Everybody you see. Everybody you talk to. He says that only a ew people are

awake and they live in a state o constant total amazement.

—Patricia (Meg Ryan) rom the movie J oe V erSuS the V olcano

(Warner Bros. Pictures, Amblin Entertainment, 199)

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20 Work the System

Your Circle of Inuence

A concept made popular by Stephen Covey, the circle of inuence analogy

illustrates one’s level of control. In years past I was hardly able to direct

my own comings and goings due to whatever psychological funk was

swallowing me up in the moment. My circle of inuence felt like it was

inches in diameter. Now, my circle feels as if it ’s miles across, as my days

effortlessly sail by and I am able to accomplish nearly all that I set out to

do. This impact gives me enormous satisfaction, as the wheels of progress

keep turning due to my previous input, not because of my immediate

presence.

Take a moment to imagine your own circle. How large is it? Is it just

six inches in diameter? If it is, when you look down, is the top of it hidden

underneath your feet? If the tiny circle is just twelve inches in height,

you can barely balance on it. Do you spend all your available energy and

attention just trying not to fall off? If this is your situation, your tenuous

balancing effort doesn’t leave much time for anything but complaining.

Instead, what if you could channel the time and energy expended in thisconstant balancing effort into making your circle larger?

Wherever you are, whatever the size of your circle of inuence, focus on

making changes inside of it, not outside. Don’t spend precious time agonizing

over big-picture issues you can’t affect while neglecting the elements of your

own life that you can change. Expend your limited and precious allotment of

time and energy on the matters you can affect, the matters within your circle.

Do that, and your circle—and inuence—will expand.

LiFe is a streaming Video, not a snaPshot

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illegal drugs, and it is safe to say that each day, 98 percent of us ingest at

least one mood-altering substance in our endless search for a better state

of mind. Of course, many of us are multisubstance users, for instance,consuming caffeine in the morning and alcohol at night. One addictive

substance counters the negative effects of the other in the classic, endless

loop of Western chemical mood adjustment.

a dearth oF systems

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chaPter 2

E D N U A

K A (G C), B K’ : Look, you stupid bastard. You’ve got no arms let!

B K (J C): Yes I have! . . . It’s just a esh wound!

—From the movie m onty P ython and the h oly G rail (EMI Films,19)

One reason I use Centratel to illustrate

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Chapter 2: Events Did Not Unfold as Anticipated 27

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28 Work the System

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Chapter 2: Events Did Not Unfold as Anticipated 29

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34 Work the System

t nu a gl

Statistics show that of one hundred new business startups, only twenty

will remain after ve years. Then, in the next ve years, only four of those

remaining twenty will still be functioning. In another ve years, three of

those four will disappear, leaving one out of the original hundred. That’s a

99 percent small-business fatality rate over a fteen-year period. This is in

accordance with my admittedly anecdotal conclusion that nine out of ten

new small businesses are mismanaged.

Gauge your own situation and look ahead. Are you an employee of a small

business? If so, the numbers are not on your side. Or do you own a small

business? If so, there is hope because you have the power to direct it.

Too often, what ends a business or a job, or what casts an onerous spell

on a life, is death by a thousand cuts. This is relentless erosion caused by

recurring inefciencies and their toxic offspring, re killing and distraction.

These time wasters undermine efforts to create and sell a good product

that has a viable market. And in personal life? You’ve seen it in those who

can’t seem to break out of the bad-luck syndrome. It’s not mysterioustough luck that takes people down; it’s serial inefciency. The great news

is that inefciency is easy to correct if one can see the cause of it.

this sUrViVaL thing is kiLLing me

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Chapter 4: Gun-to-the-Head Enlightenment 41

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The primary system that was my business was out o control because it was

composed o uncontrolled subsystems!



42 Work the System

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the worLd is 99.9 Percent eFFicient

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Five years ago, as I was charging down a city street on my mountain bike,a sixteen-year-old driver veered across my path. I slammed into the side

of her SUV and was launched over its roof, landing on the pavement on the

other side. To this day, I don’t remember either of the impacts.

I was knocked unconscious, coming awake only as I was loaded into

the ambulance. On the way to the hospital, the paramedic asked my name.

I answered correctly. She asked who she could call to inform that I was

going to the hospital. I told her “Linda.” Then she asked me where I had

been on my bike and . . . I just couldn’t remember. It was several hours

before I could put the pieces together, to recall the details of my ride before

the accident. With a slight concussion and some bruises, I was released

from the hospital shortly thereafter.

From this experience, a lesson was hammered home: our minds and

bodies are elaborate machines: machines that perform—or don’t perform.

Each of us is an indescribably complex collection of subsystems, operating

via countless sequential and cooperative protocols. Our intricate minds

and bodies work well most of the time, but because of the occasional

mechanical glitch within a subsystem, sometimes they don’t.

We should never take for granted our connection to the reality around

us; never underestimate the tenuous grip we have on our worlds. We must

handle our bodies and minds with care; we should be careful about upkeep

and maintenance yet challenge them so they stay strong. We must attend

to them and never take them for granted.



46 Work the System

a ProPensity For eFFiciency and order

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methodically isolate those problematic systems and then, one at a time, adjust them

to produce the outcomes I want . I



48 Work the System

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Why are there major differences between life in the Western world and,

say, Afghanistan or rural China? Why is life in the West easier than in the

East? A part of the answer is that in the West, there are far more safetyand protective systems than in the East, and therefore our lives are less in

jeopardy. A simple example: In the West, we wear seat belts in our cars

99 percent of the time. It ’s the law—and the law is a system. In the times




I have been to the rural Far East, I have seldom seen a driver or passenger

buckle up. In most third-world countries, there are no enforceable seat belt

laws. (Are seat belts actually in the cars? Yes, they usually lay buried in theseat cushions—but sometimes the driver has altogether removed them.)

Another example: Here in the developed world there are quick and severe

penalties for anyone’s unprovoked, assertive aggression toward another. In

the third world there are few protections, and meager justice mechanisms can

be corrupt and impotent, encouraging undeterred person-to-person crimes.

And the ip side? It is telling that the annoyance of the politically correct

is nowhere but in the West. This is a result of a culture trying too hardto regulate. It’s system thought taken to the extreme by people whose

basic needs are satised and who therefore have the time and energy—

and proclivity—to attempt to channel the thoughts and actions of others.

Busybodies! For the rural African there is no PC thinking, as life is negotiated

via just a few systems, systems that have to do with survival. In most of the

world, people don’t have the luxury of expending energy on PC gyrations.

For a Westerner, it is a good thing to live for a while in a third-world

household. It’s a crash course in establishing fundamental priorities and

humility.

FLoat throUgh the day in Fascination

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50 Work the System

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in the systems that compose the world’s workings, there is not a cosmic incli-

nation to chaos. Rather, there is a deault propensity toward order and efciency.

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52 Work the System

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the crUx oF controL: the systems mindset

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56 Work the System

Learning How to Sleep

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chaPter 5

E T:C M

I there’s a bustle in your hedgerow, don’t be alarmed now,

It’s just a spring clean or the May queen.

—From the song “Stairway to Heaven,” written by Jimmy Page and Robert

Plant and perormed by Led Zeppelin (Atlantic Records, 191)

Until I woke up, my vision o Centratel

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Chapter 5: Execution and Transformation: Creating the Machine 59

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60 Work the System

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––. It is not enough to know what to do.

One must take action.

s-ru a i

It started with a simple list. I wrote down ve or six actions that would

reduce anxiety. I carried the note in my pocket for a couple of weeks,

jotting down additional ideas as they came to mind. My nal list included

fteen action items, each a separate subsystem of its own. These items

were not special in any way; most people would agree that any one of

them would help eliminate stress.

Here’s the original raw list: work fewer hours, lose ten pounds, go to

the sleep disorder clinic to nd out how to sleep (and do what the doctor

suggests!), stop ingesting caffeinated drinks, learn and practice meditation

and yoga. Exercise vigorously, but not excessively, at least four times a



64 Work the System

week. Eat good food. Drink lots of water. Ingest less sugar and salt. Get a

blood test every three months and per those tests, take supplements until

my blood chemicals come into balance. See friends at least once a week.Spend more one-on-one time with my family. Read a minimum of one hour

each day: one book and half a dozen periodicals per week.

While I compiled the list, my thought was that it would be sensible to

choose just some of the items on the list, whichever ones seemed best.

However, when the list was complete I decided to implement all fteen

items, leaving nothing out. Why should any of them be dismissed if each

one contributed to my well-being? It was a challenging list, difcult tofully implement, but I gave it my best shot. I viewed each of my action

items as a separate subsystem and incorporated them into the primary

system that is my life. Because I had become such a physical mess, it took

two years to get healthy again. Fifty years of stress damage was not

unraveled overnight.

Today, do I live every minute by these standards? No, but I get close.

Paying the Bills

Here is an example o replacing an old system with a new one:

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chaPter 6

S R, S M

A person needs new experiences. They jar something deep inside, allowing him to grow.Without change, something sleeps inside us, and seldom awakens.

The sleeper must awake!

—Duke Leto Atreides (Jürgen Prochnow) rom the movie dune

(Universal Pictures, 194)

Note to the reader: You must i this new approach to lie is going

to stick, so I present these next two summary chapters in a meditative, almost

hypnotic tone. There is some repetition as I explore and summarize the core o

the mindset.

conVerging chains

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Chapter 6: Systems Revealed, Systems Managed 69

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It’s the primary management tool used to analyze and maintain all yourother personal systems. It’s the master mechanism for engineering an

efcient life; one of serenity, prosperity, and contribution. Focus on the

method . Study and experiment with it. Make it as efcient as possible.

system management

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72 Work the System

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o a recurring problem, but without repairing the errant process that caused the

problem, the problem will undoubtedly occur again.

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. This is how successul people negotiate their days!

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Your task is to x one system after another, not careen through the day

randomly taking care of whatever problems erupt. Your job is not to be a

re killer. Your job is to prevent res.

riPPLes and heaVy seas

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74 Work the System

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roUtine maintenance and tweaking

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bu Is a

I write these words spontaneously, from a downtown coffee shop in early

March 2011, as I proceed with the face-lift of this third edition. I’ve been

thinking of this for a while, and the concept was suggested to me by a

reader who explained it briey: who says art must include a canvass,

sculpture, or musical instrument? Art is creativity, and is there a better

example of a creative enterprise than the machinations of building a

successful business? Indeed, business is art in its purest form! The

painter and the musician shouldn’t scoff at the business entrepreneur or

corporate chief who must take hard, cold life—sights, sounds, events,

things, people—and stir them into an efcient enough mixture to produce

a successful business or corporate department. Business is art , it’s a

heroic endeavor, and within it lies two superb by-products: tangible value

to others—employees and customers—and a bottom line for the creator.

noticing Poor system management

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76 Work the System

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A Certain Billionaire

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chaPter 7

G I

I’m trying to ree your mind but I can only show you the door.You’re the one who has to walk through it.

—Morpheus (Laurence Fishburne) rom the movie t he m atrix

(Warner Bros. Pictures, 1999)

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Chapter 7: Getting It 79

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80 Work the System

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q . Eachthing we do is a component o a system, a system that has a purpose.

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the First steP: make yoUr systems VisibLe

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are to see how you are a part o it .

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82 Work the System

it’s what yoU do

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yoUr day wiLL neVer be the same

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odology is internalized and applied, you will be a dierent person. N

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84 Work the System

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Part twomake it so

(critical documentation)



chaPter 8

S H P

There are some people who live in a dream world, and there are some who ace reality;and then there are those who turn one into the other.

—Douglas Everett

Having your protocols written down

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http://www.workthesystem.com/documentation/





Chapter 8: Swallowing the Horse Pill 87

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the UnassUming natUre oF what mUst be done

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88 Work the System

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To get off the mark, remember there will never be an Easy Button you can

push to make everything instantly better. Documenting systems takes time

and focus. But you are already working hard and long, so what’s the big

deal? Simply tell yourself that you must continue to work hard for just a bit

longer. And think about heroics. Yes, documentation can be seen as boring,

but having the fortitude to accomplish it is courageous.

PreParation Leads to command

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90 Work the System

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If you choose to live a certain lifestyle, that lifestyle has certain requirements.

There are tasks that must be accomplished. These are task requirements,

not when-I-get-around-to-it or if-I-feel-l ike-it undertakings. To achieve your

desired lifestyle, you must accomplish these tasks whether you enjoy




doing them or not. No matter how onerous the task, or how little you want

to do what is required, the payoff will arrive as long as you take the steps!

Carry this thought around with you: I do not have to like the steps I must take. I just have to take them. Nine out of ten people don’t understand this.

They think, rather, “If I don’t enjoy what I’m doing, then what I’m doing is

incorrect.” Bad presumption.

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92 Work the System

the key: get oUtside yoUrseLF

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storms oF the criminaL mind

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94 Work the System

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96 Work the System

s Qu

By dispassionately dealing with stone-cold reality, the odds of getting what

you want are innitely higher than waiting for a ghost to communicate

good tidings, a horoscope or tarot card to predict a prosperous future, or a

multimillion-dollar lottery winning to land in your lap. Be mechanical. Can

you imagine how you will feel as you watch yourself get a grip on life and

create what you want due to your own actions, not because of improbable

fate, magic, dumb luck, or someone else’s benevolence?

There are system questions—system lters—you can pose to yourself

in order to really see the hard and cold reality of any given situation. Ask,

“Without regard for my personal preference, what exactly is going on

here?” Carry that question around with you everywhere, and when the

necessary action is obvious, but you are still hesitant, ask, “Is not wanting

to take action in this moment enough of a reason to not take action?”

FLow

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three Large stePs ahead

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98 Work the System

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chaPter 9

W A Pj E

Management works in the system; leadership works on the system.

—Stephen Covey

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100 Work the System

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102 Work the System

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Chapter 9: We Are Project Engineers 103

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106 Work the System

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Volcano, T H

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watch things From a distance

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108 Work the System

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chaPter 10

Y S Oj GO P

I don’t want to be a product o my environment.

I want my environment to be a product o me.

—Frank Costello (Jack Nicholson) rom the movie t he d eParted

(Warner Bros. Pictures, 2)

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mechanical steps necessary to sort things out . I --

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114 Work the System

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Why Can’t We Find Employees?

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Chapter 10: Your Strategic Objective and General Operating Principles 115

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chaPter 11

Y W P

Keep your eyes on the road, your hands upon the wheel . . .

—From the song “Roadhouse Blues,” written and perormed by

The Doors (Elektra/Asylum, 19)

The uality o execution o a recurring nondocumented system

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118 Work the System

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Remember, a Working Procedure must be in written form. Instructions that

are not written down are feathers in the wind. Think of it this way: you

can’t represent yourself as being a college graduate unless you have the

diploma. No diploma, no degree. No exceptions. You are either a college

graduate or you are not. Think of your Working Procedures in the same

way: if they are not in tangible form, they are not Working Procedures.

FoUr key Points For creating working ProcedUres

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Chapter 11: Your Working Procedures 119

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120 Work the System

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it . (T “ ”

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Yes, the work the system Working Procedure is inexible: the Procedure

is to be executed exactly as described. For staff or even outsiders, this

intense regimentation can be off-putting at rst. However, there is a critical

counterbalance to that regimentation. If a staff member recommends

a change, and afliated staff and direct management concurs, the change

will be made instantly.

a work in Progress

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Regarding the Strategic Objective and the Operating Principles, know that

an endorsement of their viability is the test of time. If you are truly using

them and they change little over the months and years, this is conrmation

they are sound. On the other hand, Working Procedures should constantly

evolve, and that evolution is conrmation they are valid.

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126 Work the System

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128 Work the System

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We pay TSRs a bonus of up to 30 percent of their previous months’ wages

based on their personal performance in the current month. However,

in order to qualify for the bonus, each month a TSR must submit at

least twelve recommendations for improvement of the main customer




information database—the same database TSRs use to process client

calls. This database for our one thousand clients is massive, and errors

or less-than-perfect descriptions/instructions can occur as they get lostin the sheer immensity of available information. However, this enormous

database is constantly utilized by TSRs, therefore making them the best

source of recommendations for system improvement. They know the

database system intimately. TSR submissions may be as minor as a

missing comma or as large as a recommendation for a new message relay

protocol. Via e-mail, each suggested revision is submitted by a TSR to

a supervisor. The supervisor examines the suggestion, and if it’s viable,instantly makes the database revision. This is how we keep the information

system that is the heart of our operation superbly accurate: by paying our

people to aggressively search out imperfections and then eliminate them.

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chaPter 12

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A good plan violently executed right now is ar better thana perect plan executed next week.

—George S. Patton

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because trying to achieve that additional 2 percent demands too much additional



Chapter 12: Good Enough 137

output. It’s the law o diminishing returns in action, and it’s a catch-22: the enor-

mous energy required or this tiny betterment is in itsel imperection because that

energy could have been put to much better use elsewhere.S, : too

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Guard your consciousness and your focus. Don’t waste time on useless

information or complain about what you can’t inuence. With the people

and events around you, be militant about relegating unimportant media-

and advertisement-driven trivia to the mental trash pile. Don’t let zero-

value details poison what is important to your life, no matter how dogged

the encroachment. Do you get caught up with what is not fair in theworld? That’s an utter waste of time if you can’t accomplish something

tangible to x the unfairness (and whining and complaining don’t count as

accomplishments).

Choose your battles.




This Is Not a (Expletive) Clock

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Chapter 13: Errors of Omission 143

chronic, coVert, and insidioUs

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chaPter 14

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People with courage and character always seem sinister to the rest.

—Hermann Hesse

Although there are many possible ,

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150 Work the System

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Chapter 14: Quiet Courage 151

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152 Work the System

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Congratulations! Your pilgrimage has begun!



chaPter 15

P--S T

Why? Because I’m the mommy, and I said so.

—Anonymous mommy

Do it now and let’s get on with whatever is next

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Embracing the point-of-sale stance makes you the rst person in the

systems mindset conga line. You’re the one determining the line’s direction

and speed. The dozens of followers just shadow your movements. The

conga line goes where you want it to go despite the disparity in shape,

size, and nesse of the dancers who follow. You are the leader, forging the

path ahead while those gyrating behind sort themselves out on their own.

The simple task for those following behind? To keep their hands on the hips

of the preceding dancer and to stay in step. Of course, this conga dance

analogy is about your organization’s incorporation of the systems mindset.

it’s JUst the way we do things aroUnd here

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: “What’s the dierence i I do this task now or later? I just don’t



Chapter 15: Point-of-Sale Thinking 155

eel like doing it right now. I’ll do it later because my guess is I will eel more

like doing it then.” A : “I unction better under pressure. I need an

imminent deadline to orce me to take action, so I’ll do this task next week whenthat deadline arrives . . . or, maybe the task will miraculously disappear by then.”

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The goal of the point-of-sale strategy is to foster super-efcient primary

systems. However, it is important to remember that in a point-of-sale cash

register, the all-at-the-same-time tasks are automated . Multitasking—

many systems executing at the same time—is a perfect application for

a computer, not a human being. Let your Mac or PC do the multitasking.

In fact, a tenet of Centratel’s philosophy is that our staff members do not multitask. Rather, they “give full attention . . . to the detail at hand” (Principle

#27). This means proceeding in a single sequential, linear format.



156 Work the System

the workweek is Forty hoUrs Long

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In your business or job, or in your personal life, how much of what you do

really matters? This is not a loaded question; it’s one of enormous pragmatic

consideration. Be ruthless in examining your situation and eliminating the

thoughts, data, and preoccupations that have no value. Also look hard at

the information that is of some value. See if it serves enough value to make

its existence worthwhile. If any information you receive is not used, or is

of marginal use, categorize it for what it is—a waste of time, energy, and/

or money—and then dismiss it from your life.

What will you do with the time, energy, and money you save? You’ll

expend these precious resources on things that matter.

strengthening the habit

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158 Work the System

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chaPter 16

E S O G P

Start with good people, lay out the rules, communicate with your employees,

motivate them and reward them. I you do all those things eectively, you can’t miss.

—Lee Iacocca

I’ve talked about the importance :

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Chapter 16: Extraordinary Systems Operated by Great People 161

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Help your staff avoid the danger of becoming bogged down in the pros and

cons of a decision. Accomplish this by encouraging them to assertively

apply the guidelines of the three critical documents without always double-

checking with you. Tell them it ’s better to make mistakes than to hem and

haw or wait for approval.

At Centratel, I like it when a new employee mentions that he or she is

taking a certain action simply because it is congruent with a guideline

within the Strategic Objective, the Operating Principles document, or

a particular Working Procedure. I like it even more when they have a

recommendation to improve one of these documents.

to these PeoPLe yoU owe yoUr best

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162 Work the System

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It seems logical that a leader should hyperfocus on producing the product

and nding customers. But this is the problem! Exclusively concentrating

on these tasks without an overall strategy of system improvement of theproduct and its delivery ultimately leads to dysfunction because the roots

of events aren’t being addressed.

Failure to adopt an outside-and-slightly-elevated perspective is the primary

reason only one business out of one hundred will survive fteen years.

Here’s good news: the bulk of those one in one-hundred survivors are

doing very well indeed. Albeit morbid, here’s more good news for you

personally: the vast majority of your new competitors are doomed.

Understand what large successful businesses have in common: the

leader’s largest time expenditure is not in coordinating big deals and

pleasing the board of directors. Instead, the leader is spending most of

his or her time supervising adjustments of the system mechanisms that

produce and sell the product.

getting yoUr staFF to bUy into the method W -- W S

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chaPter 17

C C C

My goal in sailing isn’t to be brilliant or ashy in individual races, just to be consistent over the long run.

—Dennis Conner

In the Paciic Northwest, the coee kiosk is pervasive. O

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Chapter 17: Consistency and Cold Coffee 169

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Consider this anecdote about tipping as it relates to our discussion of

rening a process. Serving customers is a recurring process that can be

honed into a uid machine that will produce huge tips. Or not. (For the

record, and per Linda who was a waitperson for many years and who sits

across the table from me at 90 percent of the meals I eat, I’m a generous

tipper.)

We sit down for a meal in a restaurant. At this point, before even saying

a word, the waitperson, in this case a female, has earned a 25 percent tip.

It can be downhill from this point forward. If she greets us with “How are

you guys today?” there is an immediate 5 percent deduction in the tip for

offhandedly referring to Linda as a guy. Now the tip can be no more than

20 percent. If the waitperson delivers the food and walks away with a

semipretentious, airheaded “enjoy,” there is another 5 percent discount. If

she delivers the check along with the food (workingman’s diners excepted),

there’s another 5 percent off the top. If she checks to see how we are doing

at midmeal and blatantly interrupts one of us midsentence, yes, there is

another 5 percent deduction. Now we’re approaching no tip at all.

Although I don’t sit there consciously tallying a waitperson’s performance,

and seldom does one go without being tipped, the essence of my thinkingprocess is in this formula. It is systems thinking both at its best and at its

most ridiculous.




How does this relate? If I were the owner of a restaurant, understanding

that serving food is a system that repeats itself, I would be watching my

own reactions while dining at someone else’s restaurant. I’d take notes. Inmy own restaurant, I would produce a Working Procedure of “never-use

phrases and actions” and then would make sure every single one of my

servers knew it by heart. It would be called the Forbidden Phrases and

Actions Working Procedure. (Yes, really. That is exactly what I would call it.)

The Procedure would be my obsession and my staff’s center of attention.

Together, we would continuously update it, using my own judgment as

well as feedback from customers, open-eyed staff, or whoever. Only oneor two pages in length, it would be alive; the continuous centerpiece of

discussion and action, a document that old-hands and new people would

study, discuss, and adjust. With everyone’s input it would improve steadily

over time. Together, all of us would relentlessly work the system to higher

and higher potency.

I would post it prominently in the kitchen, in my back ofce, and

the lounge. I might even frame it and hang it near the front door where

customers could see it.

For the owner of a restaurant, how much work does this entail? A simple

Working Procedure could quickly take a restaurant’s service quality from

mediocre to superb—an incredible payback for a tiny investment of time

and effort.

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Breaking the Rules and Job Security

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chaPter 18

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The quality o your communication equals the quality o your lie.

—Anthony Robbins

It seems sensible that a discussion

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Chapter 18: Communication: Grease for the Wheels 177

was a kind of virtual system between two other people? How does it feel

to be distracted with extraneous stimuli when you are deeply involved in

a private process, such as a phone conversation, book, or some complexdetail of your work?

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Keeping promises is a system in itself, one that maintains personal self-

respect as it engenders solid relationships.Don’t distinguish between large promises and small promises. Keep

them all. Keep them to everybody you make them to, including yourself.

Keeping promises will set you apart from the crowd. Think about it. In your

experience, how many times have people failed to do what they said they



178 Work the System

would do, especially relating to the classic assurances “I’ll call you next

week” and “I’ll take care of that right away!”

What if you become 100 percent reliable among your friends, family, andwork associates? What if you dogmatically keep the promises you make,

rather than leaning on them as manipulations intended to change the topic

or exit the dialogue? What if people don’t have to prod you into action?

What if you do what you say you will do, exactly as promised and on time?

The short answer is that the people around you will hold you in high esteem

as someone with high integrity; someone who can be counted on.

commUnication mechanics

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chaPter 19

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It has been my observation that most people get ahead during the time that others waste time.

—Henry Ford

Prime time is about maximiing productivity

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Chapter 19: Prime Time 183

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184 Work the System

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If you are going to break complexity into workable components, it makes

sense to reduce time into one-day manageable chunks. It is easier to

master one day at a time. Plan each day carefully, pay attention to linear

sequences, and watch the hours quickly pass as you work toward your

goals, riding the ebb and ow of your energy cycle. At the end of the

day, look back and evaluate your accomplishments. Take what you learned,

good or bad, and apply it in your next day-chunk.

is this yoU?

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186 Work the System

. There is

so much to do and so little time to do it!

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188 Work the System

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The Dening Question

As you analyze your actions, know it is the moment-to-moment mindset

that matters most. During the workday, no matter what you are doing, look

at each action you take and ask yourself if it is contributing to making more

and working less. The day you get it and switch your focus to the blow-by-

blow mechanics while leaving aside theory and wishful thinking, freedom

and wealth will begin to materialize. You’ve attained the systems mindset.

it’s yoUr Job and yoUr bUsiness

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If you are a charter boat captain taking shermen out on the ocean every

day, while every night you must hunker down to do the books, recognize

that you have a job. And if this job makes you unhappy because you feel

a lack of freedom, then only by taking an outside-and-slightly-elevated

vantage point will you be able to devise a future in which others are

piloting the boat and doing the books. Your new posture will allow you to

visualize assembling the pieces in a way that will remove you from the

production and secure the peace and prosperity you want.

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192 Work the System

creating mPt

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Once there is some progress there will be no going back to the old ways.

You will see that you are in charge; you are building something good. Never

again will you be the victim of unpredictable circumstance!

Nevertheless, in this moment, be wary. You have not yet developed new,

good habits, and you are still prone to old bad habits. If the “my life is

composed of systems!” lightning bolt hasn’t struck yet, all you have right

now is feel-good theory. If this is the case, maybe go back and read the

chapters in part one again.

Even after the aha! strikes, you will sometimes have to muscle your way

through the initial documentation, especially when your energy levels are

low. It takes maybe eight weeks to form a new habit, so give yourself time.

But then again, positive results will probably come sooner, and then your

motivation will be powered by plain common sense, the most powerful

motivator there is.

a Point-oF-saLe aPPreciation oF LiFe

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chaPter 20

T T C P

Conusion is a word we have invented or an order which is not yet understood.

—Henry Miller

In Lahore, Pakistan, the traic circle

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Chapter 20: The Traffic Circles of Pakistan 197

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Chapter 20: The Traffic Circles of Pakistan 199

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chaPter 21

S I W L

Dogs bark, but the caravan moves on.

—Arabian proverb

For a given primary system,

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Chapter 21: System Improvement as a Way of Life 201

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aPPendix a

C’ S Oj

Note to sta: The Centratel Strategic Objective is the basis or all corporateand individual decision making.

Trite mission statements that declare “We want to be the best and we want

our customers to be happy” don’t provide meaningul direction and do little more

than make company stockholders eel good or the moment. And voluminous

multiyear work plans can’t account or the day-by-day changes in our industry.

Instead, the Strategic Objective precisely describes our market and direction,

as well as who we are and how we unction. It reminds us o what is most impor-tant and it gives us an overview o general strategy. By ollowing its guidelines,

growth and success will take care o themselves. In the spirit o simplicity, we limit

the length o the Strategic Objective to one page. We’ve modifed it through the

years, but the undamentals have never changed.

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Appendix A: Centratel’s Strategic Objective 207

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aPPendix b

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Appendix B: Centratel’s Thirty Principles 209

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210 Work the System

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The 8th Habit . A , Good to Great J C-

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Giant Within A R.

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Appendix B: Centratel’s Thirty Principles 211

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aPPendix c

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e-l su Pu

4/08/11

Your signature on your e-mails should conform to the following standards.

Use 10- or 12-point type in your choice of Arial, Times New Roman,

Verdana, Tahoma, or Garamond typefaces. You may do it in black or dark

blue. List your information as follows:

1. Your name

2. Your title

3. Centratel

4. Telephone numbers

5. Fax numbers

6. Website address

Example:Jim Jones

Telephone Service Representative

Centratel



Appendix C: Sample Working Procedures 213

Tel: 541-385-2616 or 888-482-4393

Fax: 541-388-2351 or 800-330-7303

www.centratel.com

To create your e-mail signature in Outlook:

1. Open Microsoft Outlook

2. Click on “Tools”

3. Click on “Options”

4. Click on the “Mail Format” tab

5. Click the “Signatures” button6. To create a new signature click “New,” or to edit an existing signa-

ture click “Edit”

7. Enter the information as listed above

8. Click “OK”

9. Click “OK”

10. Click “Apply”

tsr: b sf bl

3/3/08

This is the protocol for lling an empty shift block. Also, it is an opportunity

for any TSR to indicate a preferred schedule block, even if their desired

block is currently lled.

1. A new shift block opening will be announced by e-mail to all TSRs.

If a TSR is on vacation, management will make every attempt to

reach the TSR, informing them of the new shift block availability.

2. There will only be one bidding period and it will be at least 48 hours

in duration. A deadline date/time will be given.

3. To apply for a shift block, a bid must be submitted by e-mail to the

Call Center manager within the bidding period. No late bids willbe accepted.

4. If a TSR bids on a new block and is ultimately awarded that block,

their old block will become available. So, for any TSRs who would





214 Work the System

like a different block, even if that block is currently lled, he or

she should indicate their preference so that if their desired block

becomes available in the bidding process, they will be consideredfor it.

5. A TSR’s current schedule block will not change unless he or she

bids on another block. In other words, TSRs who are happy in

their existing schedule block do not have to do anything during the

bidding process: TSRs who do not bid will not, under any circum-

stances, be changed to another block. In doing nothing, a TSR’s

block is absolutely secure.

6. TSRs should not consider their bid ofcially accepted until he or

she receives notice from the Call Center manger that it has been

received.

7. If two or more TSRs bid on the same block, the block will be

awarded based on seniority.

8. If there is still an open block after the bidding deadline has passed,

we will look outside the company for a new employee to ll that

block.

9. In accepting a new shift block, a TSR will be ineligible to bid on

another shift block for a period of three months.

Note to reader: T D D P -

, A 0

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AR

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dl dp

4/14/11

To process the deposit each day into TBS for any VM, Paging, or TAS

Account.

1. In TBS under Activities menu, select “Enter Payments.”

2. Select “Direct Entry.”

3. Select the hand to the left of the “Cust Ref” box and toggle until you

nd “Account.”

4. For each separate payment, enter the four-digit account number

and the account will automatically be pulled up.

5. Enter the amount of the payment in the “Payment Amount” box,

using the decimal point. (Verify that the amount is paying the

account balance or invoice balance. If not, keep track of those

accounts so they may be reviewed later for discrepancies.)

6. Tab once to the “Check Number” eld and type in the check number

(if there is an excessively long check number, only enter the last

ve digits).

7. In the “Payment Type” eld, select appropriate payment method. If

it is a money order, enter “M.O.” Note: If payment is in the form of

cash, type the word “Cash” in the Check Number eld.

8. Click the “Post” box to apply the payment. Once posted, it will clear

the screen so the next payment may be entered.

9. Continue until all payments have been entered.

10. Double-check that each check has not been postdated and has a

signature.

11. When all payments have been entered, select “Payment Register.”

This will show all payments entered on this deposit transaction.

12. Open Internet Explorer and click on bookmark tab “Daily Deposit

Deployment.”13. Click on “Smart Client.”



216 Work the System

14. Log in with your User ID and Password assigned by the bank; this

will bring up CSB Daily Deposit screen (maximize it).

15. Click on “New Deposit” and Create New Deposit screen will pop up.

16. Verify that Colejenn Checking is listed for primary account.

17. Enter the deposit total from TBS Payment Register.

18. Place the batch of checks into the check scanner facing the window

in the right side holder and click on “Capture Items.” The machine

will then scan the batch. (Don’t panic about checks in red on your

screen saying “failed”; you will be prompted to modify when

nished.)

19. Once scan is nished, click “Next” and remove checks from

machine.

20. If any checks have failed, a Scanning in Progress box will pop up

saying, “There are still items remaining in scanner. Stop scanning

now.” Click “yes.” The checks will come up one by one for you to

enter in the amount and click “accept.”

21. Deposit corrected box comes up saying “items are correct”; click

“OK” to proceed to balance. (If balance isn’t correct, check to

make sure all checks were scanned; some of them may have been

missed. Put missing ones back in scanner and click capture items

again.)

22. When “Deposit Ready” comes up, compare the amount with TBS

and make sure they match and click “Transmit now.”23. In Transmission summary box, click “View Deposit Receipt” and

print, then click close and close summary box. Exit out of the pro-

gram and scanner will shut off automatically.

24. In TBS, under “Payment Register,” select “Bank Deposit.”

25. Verify the deposit date in the window. Click the green check mark.

A window will open. For the Title, type in “Deposit” and the deposit

“date.”

26. PRINT THIS DOCUMENT!! This is the best print of this document.

However, if you don’t print it for any reason, you can print any




day’s deposit record, although you need to print two reports—one

gives you the detail per customer and one gives you the total—the

two should match. To print those reports—in TBS under “Miscel-laneous”—Payment Register Summary (click detail for account

names).

27. After printing the document, close the window. It will ask “O.K. to

deposit this payment batch?” Select “Yes.”

28. Attach both printed reports together and highlight totals.

29. In the bottom left-hand drawer are slips of paper; write date and

total of deposit and attach to the checks. File the batch in the box.

30. Have someone verify that the printed deposit report amounts

match. They should initial by the total deposit amount on the TBS

deposit report.

31. Enter the amount of deposit in “Daily Receivables Journal.” I:\Daily

Receivables (password is “cash”).

32. File the initialed report in the appropriate folder for the month and

year of the day’s deposit. File cabinet is in the automated service

manager’s ofce in the top drawer.

• Most “General Receivables” may be processed with the normal

deposit for the day. However, sometimes Sam may indicate, if

the amount is large, to do a separate deposit for certain items.

Check with him in these circumstances.

Fl iv

Note to reader: H j

. I’ , I

j

W S A . C

. I

-

.



218 Work the System

t c: b sup

HOSTGUEST

CAMERA 1

CAMERA 3CAMERA 2

1. At the site, allow at least one hour for setting up.

2. Camera 2 has host audio. Camera 3 has guest audio.

3. Use two light umbrellas: one between camera 1 and camera 2, and

the other between camera 1 and camera 3.

4. Cameras are to be set up out of harm’s way so they can be easily

monitored from behind.

5. Host framing (camera 2): vertical second button down/slight space

overhead, with horizontal spacing at 60 percent left/40 percent

right. Can be framed to shoot slightly upward.

6. Guest framing (camera 3): vertical second button down/slight

space overhead, with horizontal spacing at 60 percent right/40 per-

cent left. Can be framed to shoot slightly downward.

7. Camera 3 option: include back shoulder of host.

8. Carefully gauge backdrop so there is no vertical line converging

with the host’s or guest’s heads. Is anything else distracting in the

background?




9. Do the cameras have fresh batteries (transceiver and receiver for

each camera)? It is the director’s job to make sure all batteries are

fresh. The major danger is losing audio.

10. Do a sound check.

11. All cameras should be connected to AC power, if available.

12. All cameras operate unattended. Do not adjust zoom. Do not touch.

Do not walk in front of running cameras.

13. The guest and host should remain in the same position in their

chairs for the duration of the interview.

14. The guest and host should not slump back in their chairs. They

should stay upright or slightly forward. (A sh-eye lens makes

whatever is closer look bigger.)

15. Turn all cell phones off (if there are any landlines, their ringers

should also be turned off).

16. All three people must start the cameras at the same time.

17. Use 1-2-3 countdown to simultaneously start cameras.

18. Each operator must conrm that camera startup was successful.

19. The director steps between the host and guest and does a single

hand clap to sync the audio.

20. The host and guest must not speak (make sounds of agreement,

laughing, etc.) while the other is talking.

21. In an informal setting, the production people are not to drink alco-

hol. (Perhaps it is OK for the guest.)

22. The production people are not to do anything that interrupts the

ow of the host/guest dialog. They should keep their movements

and chatter to a minimum; each should sit down, relax, and quietly

monitor their own camera.



aPPendix d

T W S A

My partner in this venture, Mike Giles, W S A “

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: making more and working less .I - . I

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do .

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Appendix D: The Work the System Academy 221

O I’ q,

I :

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5. W ? H I I

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222 Work the System

T A

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Appendix D: The Work the System Academy 223

.

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M -

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. S E ./

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http://www.workthesystemacademy.com/book

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aPPendix e

B W S C

The Work the System Consultant Business Opportunity

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aPPendix F

F C

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aPPendix g

O’ Rz TSR

Note to the reader: I originally wrote this article in 2002 or a telephoneanswering service trade journal. It was directed to answering service owners, but

the message is simple and is applicable to any business with employees. I have

updated it slightly or this book.

Ockham’s razor is a principle attributed to the ourteenth-century English

philosopher William o Ockham. It states that “entities should not be multiplied

beyond necessity; that one should choose the simplest explanation, the one requir-

ing the ewest assumptions and principles.”

ockham’s Law and the Long-term emPLoyee

E what ?

W (TAS)

(TSR)? T

, -q , -

.

E the j

-, -- -

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Appendix G: Ockham’s Razor and the TSR 227

T q j

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not ( -

). H ’

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(T f !) A ’ -

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TSR’ .I j . L , I

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228 Work the System

P, O, : “Y TSR want j. I

j . D’ - .

They want to do a good job! ”I “

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a PhiLosoPhy and a system oF emPLoyment

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what to LeaVe oUt

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230 Work the System

,

.

good PeoPLe From the start

A C, .

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232 Work the System

5. I j, . I

j, , .

6. W .I, TSR -

,

. T - TSR

,

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.

7. P j . T , , j

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TSR. TSR - 0

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aPPendix h

C’ P P

Following is our master Procedure or Procedures, W P. I M

A P,

. T

.

D’ , ’

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B D S -

W P.

ProcedUre For ProcedUres

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234 Work the System

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terment o a procedure by modifcation, addition, deletion, or outright eliminationis quick and without hesitation. W ,

q .



Appendix H: Centratel’s Procedure for Procedures 235

D . E .

E

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T . H : IF

A PROBLEM ARISES WITH A PROCEDURE, WE INSTANTLY

ADJUST THE PROCEDURE. WE DO NOT CIRCUMVENT IT!



236 Work the System

sPeciFic design

(T

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.

S , H (V z ).

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0).

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(V z 0).

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aPPendix i

C’ S C

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E C . T

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internaL commUnications: ProcedUre and

FUndamentaLs

t l f v u:

. V M (VM)

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238 Work the System

w f u ul i u?

. R, : EM, VM

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EM

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Appendix I: Centratel’s System for Communication 239

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more to do with requency than with volume o content . G,

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voice mail will deliver the same message as a fteen-minute e-mail . W

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aPPendix J

B D S

Optional to the Academy product, , B D S,

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http://www.businessdocumentationsoftware.com/book

http://www.businessdocumentationsoftware.com/book



aPPendix k

O O

aUdio and PdF Versions oF the third edition Work

the SyStem : the SImple mechanIcS of makIng more

and WorkIng leSS

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On short notice, ust ater the October , 2, q

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index

N: A , f Work theSystem . Y , “.”E , , .

a

, -, 6–65 , 6–7 , 6, 00–0. See ;

,

, 7–7

A , 00, 5“A S, G T” (C), , 5 , – Az J K (AJK),

b

, –-I-- , 55B J, , 7–

, 0– ,

0B P T (BPT)

, 8–8

?, 85–86

, 85

MPT, , –

-- ,

–

, 86–87 , 8–8

. See j , 7–75

, 8 , 8

f, 8

,

, 7, , 0B D S, 7 is , 7

c

, 8C, R, C. See also ;

;

, –5

,

C P, 7–7

D P, –

- , 5

, 7–

,

5–7

, 60

, 5–55

-, 80

P P, 6–7,

–6

- ,

6–65

,

-, 7–C’ S Oj, 06–07“ ” ,



244 Work the System

C, G, 5

j ,

7–75 , 77

F Z’ -

, –

, 7–8

, 80–8

, –0

J M M J, 7–8

, 56

, 58–5

, 6–65 ,

NASA,

, 5–7

PTO POS, –5

, 66

() ,

, 07–0

, 8–8

’ ?, –5

, 5–5

, 6

-

, 57

,

0

C ,

8–

, 76–77

q, 88 , 77–78

, 8

?, 6

q, 0–

, 8

j, –

, 88

, 55

,

- , 85

, 6

, , PC F

T W, 8–

- , 6–65

, ,

q, 6

, , ,

, 70–7

, 5

W-A-M , W,

7

W S

, 6

f, 0

, 5

j, 7 ,

z ,

, 0 f , 0C, J, 5 , 76–77 ,

, 0 , 67–6 -, , –50

C, 6, 77

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,

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, 55

, 78–80 , 56

--, , 6

q ,

q ,

q, 76–77

, , j, –5C, D, 68

, 5–6

, 67–6

, 7–7

, 6–70

, 7–7



INDEX 245

, 5

, 66

, 5–6 , 6 , 66–67 ?, 7–, 5C, F, 0C, S, 0, , 0 MPT, , , 5

, 8– . S

, 88, 5–6

d

D D P, , –7 , 8– , 6–7 , , 8–0,

D, L, 0D P, –, 6–65, , 58, z-, 0DHEA, 5, , 8–0“ ” ,

, –0

,

f, P, , –

, 7

, –5

, 8–0-- , 57, -, 5Dune (), 66, , 75

,80–8 , 7–8, 67

e

, , 6–7

, 0 . , 6

E, A, , 0–0- , , – f, . S B P T , -,

, , , –5

, 0, 7

,

, –5

,

75–76

, , 6–65E, D, 86/, –50

, 8

F

, 8- , 7F I, P,

7–F, L, 8

f, , 8f , 0–0f, 6

f , 78, 6F P A W P-

, 7F, H, 5, 8F G, 8 , 56F-C , 0F Z’ - ,

–

, 7F, O, 58F, M, - , 5



246 Work the System

g

Galaxy Quest , G O P

, – , 0

, 8–0 , , 7–8G, M, 0G F T A S,

7–8,

, , 80–8G E , 0

, 8

, 6–7

,

, –5 , -, --- , 50–5

h

, 6–65 ,

H, H, 8 j, 8–0 , 8 , 70 , , 7 , , , 75 , 7

i

I, L, 60. S , , 0, , --, 6 -, 55 , 8– , , , ’ , 8

J

J, M, 7–8, j , 6–65 j , 6–65

j , , 7–75 Joe Versus the Volcano, 5, 06“J D I” (N),

j , –6

k

K-Z, J, K F A, , 77–78 , , f, 65–66

L

LH, P. See

PL E (O), 0 , z, , 5, 7 , 56L Z, 58

’ , 5 q, 0–, , , 5

m

, , . ,

0–05 , 80–8 , 7, , 6 , 58–5 ,

–50

M P T (MPT) j,

8–0

, 0–

BPT, , –

,

, 87

’ j and , 88–8

, 87–88

- ,

, , , 7 , 78–80, ,



INDEX 247

, 8 M-R W P, – M O, 6, 6, , 8–

, 7–7 Monty Python and the Holy Grail , 5 j

, 86

- , – M, J, 7–8 , 88 , –0, –0, 70

, 55 Mz, AJK, , 5

n

, NASA, , –5 , 67–6 , - , 0–0

N, J, 0N, , 7–8

W P, 7 , 88 , –0

o

O’ L, 0O’ Rz TSR, 6–-- W P, 5-- ,

- , 85 , 50 , z , 7

C, –6

,

, 5

,

, 6 , 7

P

P, J, 58 ,

(PTO), –5, , 8

, f ,

(O),

P, G S., 6P , 50 , , , 5–6, ,

, , , 6–7

, 8 , –0, 50 , 8–0 , –50 , 00–0 , 6 , 6, , 8P, R, 58

, –

, 56

, 5

; z, 57–58-- , 6-- , –5

-- , 8-- , / , , 5–7P O W P, 6–7

, 88– , , –0 , , –50P , –5, –P P, 6–7, –6“P T I,” , ,

, , P, J, 66

, , 50–5, 57, 7, 5–6j

, 7,

, 0–07

S C, 6–7



248 Work the System

Q

QB, 65q- , 7

q , 8–

r

, ,87–88

, , , , 75–76z , 05–06 , 6, , 0

, , 7-- , W, 8 , 7–7“R B,” 6R, A, 76, 0R S, 8 , , 7R E A (REA)

-, 0–0

R, M, 5

s

, PC F T W, 8–

-, , - , - , -, , 57-, –, 55, 77-, –50

, q, 6–7 , , 8 , , , . See , , 5 , 0–0 ,

, 86

, 56 ; z, 57–58Sj T, , 5

, , 68. See also

, 6–6 W P -

, 7

, 60

,

, 7

,

0

, 6

, 5–6

j, 5–5 , 55

, –6

, 5–

, 8–

-- , 6

, 5–7

, –0

, 6

, 5

- ,0–

- , 5

,

S Oj,

, 55

, 7

,

6–6

T P,

, 60–6, 50, 7–8, 0 , 5–6

“S H” (), 58 BPT MPT,

–. See ;

, S Oj

C’, 06–07

, –, 5–5

,

, 8

D I, 86



INDEX 249

j, , 7 , 55

, 57 , , 5- , 6–65 , , , 6, 5

,

, 5

, 8–

, 7

, 7 L (67), 6. See B J, , 6

, , 7

, 0–0

, 00- (Z’),

–

, 05 , 6–7, 7–76, 0 . See - , 6–65 , 7 q, 6. See also

,

, , 66

, 7–8

, 8

,

, –5

, 0

, 5–6

z, 05–06

, , ,

,

TV,

, 5–5

,

, 6

, 8

, 0–0 z, 7

t

TAS. See (TAS), 6–7

(TSR)O’ Rz , 6–

TSR q (00), 0

W P, 6–7

W P, , – (TSR)

, 8–

, 6

j , 6

, 8–

W P , q, 88The Departed , 0 T D, 6 T F (), , 7–8 : , The Matrix, 8, 8 ,

T S, “ ,” q , 7 , T P , 5 T P, , 08– () , , 7

, 87–88

, 88

,

, 5- (C), 0 , 70–7 , 07–0 , 7

j, 8–0 P

?, 7–

, 6–7

, 7

, ,

, , 8 T, Sj,



250 Work the System

TSR See P O 6–7

work the system 3rd edition - february 17, 2012

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