Pivot, Adapt, and Prosper

Some consider an organization’s ability to rapidly pivot, innovate and capitalize on turmoil a miracle! Those in the continuous improvement field view these capabilities as benefits of a resourceful and engaged workforce.

At the onset of the Covid-19 pandemic, enterprises as far afield as the hospital care and medical equipment communities to the manufacturers of autos, apparel, vacuum cleaners, air-bags, electronics, and other specialties rapidly aligned their operational know-how to save lives.
Almost overnight, these companies shifted production from traditional product lines to desperately needed ventilators, gowns, respirators, and face masks, needed by health care workers and the sick and dying.

These versatile organizations are equally prepared for business challenges they are likely to confront and provide a model for others.

Create this capability in your organization. Read how in The Five Keys to Continuous Improvement.

Covid-19, Doctor Fauci, Leadership and Change

Charged with the task of changing behaviors among a nation of over 300 million people is hard to grasp. However, those of us responsible for leading change, in our own organizations, should take note.

Leading our Nation’s medical response, was Dr. Antony Fauci, Director of the National Institute of Allergy and Infectious Diseases (NIAID). Fauci advanced a clear and fact-based explanation as to why changes in our behaviors were necessary. He laid out a series of actions that were well-defined and compelling, that if followed, was our best means of defense. Throughout, he communicated by providing regular factual updates complete with visual charts and measures emphasizing the dire need for change and the progress being made.

Lessons for Change Leaders
Whether Fauci followed a trusted leadership playbook or simply his natural instincts, he and his team validated for us, many of the most critical aspects in leading change.

We invite you to learn more about leading change in your organization in our new book The Five Keys to Continuous Improvement.

“One Reason People Resist Change is Because They Focus on What They Have to Give Up, Instead of What They Have to Gain.” Rick Godwin

Spell out the benefits:People must clearly see how this “change” will improve their organization and how it benefits them personally. Share early wins, goals reached, and milestones met. Connect these positive results to personal and organizational benefits. Recognize good performance that aligns with the change efforts.

Be Patient: Don’t expect people to readily adopt a new innovation or change proposal. Your organization’s culture and behaviors have hardened over time – sometimes decades. Changes to these habits and customs take time and effort. With commitment, reinforcement, and through example, colleagues will join in the effort – over time.

We invite you to learn more about leading change in your organization in our new book The Five Keys to Continuous Improvement.

Good Communication is the Bridge Between Confusion and Clarity

In leading change initiatives, we have yet to find an organization that communicates too much. Using all communication forms, channels, and techniques available exponentially increases support and participation. Update progress regularly, and share successes, failures, and challenges. Acknowledging disappointments and adversity demonstrates honesty and confirms real-life issues that need to be overcome.

Seek Feedback: In order to keep your fingers on the pulse, create opportunities for colleagues to provide you with their feedback – welcoming both good and bad. Learn from your colleagues what they think, their worries, and desires. Share what you learn with other leaders and resolve legitimate concerns.

We invite you to learn more about leading change in your organization in our new book The Five Keys to Continuous Improvement.

If I don’t know “WHY” change is important, then the “HOW” really doesn’t matter!

People within your organization must fully grasp “why” the need for change exists, and the “why” must be compelling to them and important for the organization. Explain and demonstrate the reasons that the status quo is no longer satisfactory. Share data that proves the necessity for change. Inform your colleagues of rising expectations from your stakeholders, especially customers. Share industry data and what your competition is doing.

Keep It Simple: Your message should be straightforward and uncomplicated. Too much detail is confusing and unsettling. Share the basics: What, How, Who and When.

We invite you to learn more about leading change in your organization in our new book The Five Keys to Continuous Improvement.

Does a Vision Statement Really Matter?

A well-articulated vision can act as a “North Star” for an organization. It provides clear direction, inspires confidence in the future, and establishes the basis for developing a comprehensive strategy. Unlike strategies and goals, a vision remains constant and seldom changes. Furthermore, the likelihood of an endeavor becoming the “flavor of the month” is diminished as the vision answers many questions before they are asked and communicates to the organization that necessary resources will be provided.

We invite you to learn more about leading change in your organization in our new book The Five Keys to Continuous Improvement.

“Everyone has a plan until they get punched in the mouth” Mike Tyson

Just as the pandemic laid bare the lack of preparedness among the world health organizations and most governments, it also demonstrated how some organizations can smoothly pivot and adapt. These concerns, with a culture that empowers members to solve problems and innovate, rapidly assessed what was required and almost overnight, modified their production capabilities to produce desperately needed life-saving medical supplies and equipment. They saved lives!

Unlock the potential in your organization – read “The Five Keys to Continuous Improvement” and learn how!

The requirement for every organization to continually improve remains unrelenting. Many have discovered how to accomplish this successfully, unfortunately, many more have not! This book dives deep into how to meet the challenge to continually improve and sustain these improvements over time. The authors have pared down this endeavour into five constructs: The Five Keys.

With the combined experience in process improvement of nearly 50 years, David and Jim use real world experience to bridge the gap between theory and implementation.
We are pleased to announce the publication of The Five Keys to Continuous Improvement

Throughout the span of your improvement efforts, there will be scores of occasions to recognize good work and progress – if you are looking for them. Identifying and seizing these opportunities should be very deliberate and not simply an ad hoc action that occurs occasionally.

A method we successfully deployed in organizations was establishing a monthly Continuous Improvement Meeting attended by department managers, team leaders and the site leader. In some organizations, frontline colleagues are also invited to these meetings, when possible.

This meeting is facilitated by the CI leader with the express purpose of:

• Updating key site leaders on improvement efforts.
• Aligning managers in support of projects.
• Securing resources as needed.
• Sharing best practices.
• Fostering interest in improvement ideas.
• Healthy competition.
• Generating accountability and follow through.
• Providing recognition for work well done.