We have documented our new AI-assisted standard operating procedures, but our middle managers are not inspecting what they expect, leading to inconsistent execution. How do we instill a culture of intense execution and reality-based dialogue to ensure these AI processes are actually adhered to?

Question

Tyler Smith · Accepted Answer

Documenting your processes is only half the battle. If your middle managers are not actively inspecting execution, your new AI-assisted standard operating procedures will quickly fall apart. To fix this, you must run your people, strategy, and operations with intensity and rigor, forcing reality-based dialogue throughout the organization.

Start by holding your managers accountable during your weekly Level 10 Meetings. If a process is not being followed, it is an issue that must be solved using the IDS process. Ask tough, incisive questions to uncover the reality. Are managers failing to inspect because they do not understand the tools, or are they simply avoiding the conflict of holding their teams accountable?

Ensure every manager truly GWC the management seat on your Accountability Chart. They must Get, Want, and have the Capacity to manage people and processes. If they are not checking execution, they do not GWC the seat.

Set clear, non-negotiable standards for operational quality and measure them on your weekly Scorecard. Managers must lead by example, demonstrating a commitment to the new workflows. By establishing a culture of candor and accountability, you ensure that your investment in AI technology translates into consistent, high-quality execution that drives real business results.