3. Live It.
The final phase of transformation is to actually live it. If we truly get it, we have the discipline to do it, fail, learn and do it some more then living it can be the easy part. Does that mean we won't slip back in to our old ways? We won't sneak a double-cheeseburger or complain that there weren't enough pickles on it? We won't meet another operational challenge by reorganizing or solve a structural budget challenge by cutting travel? Of course we will slip. But when we are living it, we slip less and we get back up faster.

You know you are living it when you truly can't imagine going back to the old way. Living it, the C!A way means:

• we see problems as system problems not people problems. We ask why, not who
  
  
• we manage systems not people. We talk about systems. We measure systems. We plan for systems. We troubleshoot systems.
  
  
• we improve systems, not people. We can put away all of our efforts to change, motivate and incentivize people. We can use all the energy we were wasting on those things to instead put our good people on Extreme Makeover crews to radically improve our systems or put them on groups to monitor and continuously improve our systems.
  
  
• we use data to understand systems not to hold people accountable. We fully understand variation, knowing when to act and when not to. We understand that if we don't like the results we are getting that yelling, incentivizing and target setting won't get us anywhere. When we want better results, we build better systems.
  
  
• we treat our people like the volunteers that they are. (They don't have to work here, they don't have to give their discretionary effort) We continuously engage their hearts and minds to contribute to this grand mission we are a part of. We remove the parts of our workplace that demotivates our employees and find more and more ways to allow their intrinsic motivation to flourish by giving them chances for mastery, autonomy and of course purpose.