Besides focusing on culture development, organizational health, and leadership, I also spend time with organizations helping to optimize their Operational Excellence programs. They really are 2 sides of the same coin.
 
I am a supporter of the Lean Six Sigma concept, but have no certifications. Partially, because in the organizations I led, we had experts who took care of that, and my leadership approach was to let experts be experts and my focus was on asking the right questions of those experts. 
 
I developed the Be Better Today tool to help foster an ownership and continuous improvement mindset that could help people down the path of process improvement and optimization without having to fully jump into the costly and timely training and certification process. I’m not claiming my approach is an alternative to a Lean Six Sigma process, because they are not focused on the same outcomes. 
 
I want to help people grow and improve, even if it is only in small increments, in small areas of their life. I want them to lead a lifestyle of positive growth, so they can make a positive IMPACT on those they engage.  How they do that, is up to them. 
 
OWNING A PROCESS
What has led to this blog post, is based upon discussions within various organizations where people become frustrated because processes seem to be rigid and locked in place. The end-users will question the value of the process compared to the hurdles they are having to jump through. 
 
It comes to a simple question: Is the process working for you, or are you working for the process?
 
Most often, the experience end users feel is determined by the Process Owner and their actions.  I place Process Owners into two buckets:

Protectors or Improvers.
 
In large organizations, it may be difficult to identify the ultimate owner, but they can be categorized based upon how the processes are being managed.  The owner’s approach to the process is observed in the behaviors, actions and words of those who manage the steps in the process.
 
PROTECTORS
Protectors but values on the process itself and not the purpose. They get caught up in using the process for the sake of the process. 
 
When people make recommendations, the Protector(s) get defensive and attempt to justify, explain, or deflect instead of listening to understand areas of possible improvement. 
 
They have a blind-eye, thinking it’s perfect. For some, they measure their personal value in the purity of the process. A suggestion that the process can be improved, is broken or is lacking is seen as a direct attack on them and what they have built. 
 
IMPROVERS
Improvers see the process as a guide to achieve a purpose. They see the process as a recommended approach and method based upon the current situation. As the situation changes, just like when using map directions on your phone, you have to reroute which may require a deviation from the process.
 
Technology, people, time, markets, etc., can impact processes and may force processes to adapt and evolve. It doesn’t mean there isn’t a formal process to evaluate the changes, it means that there is a willingness and a desire to see processes improved for the sake of all the stakeholders involved.
 
The Improver looks for these opportunities and knows that if people are to reach their potential, they cannot be a slave to the process.  
 
They are not reckless, but they keep things in perspective and are willing to make changes. They understand the value and future benefit of a continuous improvement mindset.
 
They have embraced the Be Better Today mindset and understand that processes are essential,  but a fixed process puts the process and the people at risk for stagnation. In business, stagnation equals decline. 
 
MOVING FROM PROTECTOR TO IMPROVER
The only way a Protector will become an Improver is if they first, recognize that they are a Protector and second, understand the value in the change.  It can’t be forced on them, or they will provide lip service, but never embrace the actions needed to change.

If you are a Process Owner, ask yourself these questions:

• Do I view the process as my baby that I protect and try to keep as it is or is it my child that I take pride in as I watch them grow and learn?
• Do I discount feedback when I receive and blame it on them not understanding the process or do I take feedback and use that to make changes?
• Do I take pride in that my process has stood the test of time or do I ask my stakeholders how the process can be improved?
• Do I ask for feedback but determine their suggestions are not better than the current process or do I find ways to implement their suggestions?
• Have people stopped bringing me suggestions or are people actively approaching me with suggested improvements?

 
When you own the process, you have the responsibility to validate the value of the process on the people and in achieving its purpose. Be the champion that understands the value is not in the process, but in using the process in the best manor to help you achieve the goal, Beyond Today.

Recently, a couple of proverbs really hit home for me. They may not connect with the younger generation, but the message itself will hit home. The proverbs were: 
“The cobbler’s children have no shoes.”
“Every house but the carpenter’s is fixed.”
 
It’s easy to get caught up in what you are doing for others. Helping them to achieve their desired results. Sharing lessons and experiences while coaching or introducing leadership and productivity tools to teams you can find yourself focusing on how these tools can help others and miss out that they are for you as well. 
 
When our mission is to make an external impact, it’s easy to miss out on the internal focus to get us there. In the past few weeks, I have had two situations that made me stop and shake my head, realizing I was not listening to my own words.
 
Failed to Set Expectations
I was participating in a panel discussion and had worked out with the location host to record the session so that I could use it for future promotion and sharing with others.
 
Following the event, I was excited when I found the video recording in my inbox. I was excited with anticipation as I awaited the download, remembering the powerful moments of sharing during the discussion and excited for the amazing clips that I knew would hit home for others.
 
I opened the file and quickly started fast forwarding through the video as the initial formatting was not in line with my expectations. It didn’t take long to realize; this wasn’t going to work.
 
Frustration started to boil inside of me as my head was filled with inappropriate words that cannot be shared here. Then just like that, it was over.
 
I realized that I had not defined what success would look like to the video person. I left it up to interpretation and based upon the conversation I could clearly see why it was recorded the way it was - it was 100% my fault.
 
I teach others to define success. To communicate what Excellence looks like to their teams, yet I failed to do so.  This served as a great reminder that you never arrive, and you must look inward first for clarity.
 
Be Better Today
Last month, I caught myself struggling with focus as I was bouncing around between projects and then completely changing direction into other disparate areas. I was feeling extremely busy but was not feeling productive. 
 
I was not experiencing the outcomes I had hoped for. Essentially, it felt like I was running a race with no finish line in sight.
 
A timely call with my mentor was the wake-up call I needed. My mentor listened, asked the tough questions as only a mentor can. He helped me to focus in on the Power of 3.
 
He asked if the various initiatives I was working on were “rifle shots” or a “shotgun blast.” Basically, do I have a specific target I am going after or am I going fishing to see what I can land?
 
I quickly realized that I was all over the place and while I mentally started to shift my thinking, I stopped short as he pointed out that focusing on 3 rifle shots may not always be the best approach and sometimes a hybrid approach may work best.
 
Shifting gears opened my thinking. I used the Be Better Today Tool to create two targeted Focus Areas and then I added in a broader Focus Area that allowed me room to float and explore.
 
Bang! Clarity and purpose achieved.
 
Some years ago, I wrote about a Coach Willing to be Coached.  Growth is not only for others, but for the teacher as well. I need to take time for my internal focus to continue making an external impact. I must spend time working on my house…making my own shoes. To make an IMPACT Beyond Today.

​A key component of my sessions to help create IMPACT Teams is establishing Trust and Vulnerability so that you can be open with your teammate on the impact they have on you and others. It is much more difficult than it sounds, because for this to truly be impactful, it must be truthful.
 
Giving compliments isn’t easy for everyone and is something I have struggled with over the years. Growing up with a father born in the 1920’s did not allow for a ton of easy and natural positive reinforcement. 
 
For others, the fear of upsetting a teammate that could cause a rift or disrupt the chemistry is a real thing and so we focus on not only having the Courage to Challenge but being aware that HOW you challenge is important. To be a Builder and not a Blamer.
 
I’m talking about using “I See You” as a tool to build IMPACT Teams. It’s how I wrap up my talk on the Power & Price of IMPACT and part of building an IMPACT Culture.
 
The I.C.U. Framework
Acknowledging others with intentional words can strengthen bonds and create lasting impact. It also provides team members to understand that it is important to have INTERNAL focus so that you can have EXTERNAL impact.
 
I - IMPACT
Recognize the specific actions or efforts of someone on your team. It helps your teammate take an INTERNAL focus on their actions and behaviors.
“I see you making an impact by…”
 
C – CONNECT
Share why it matters to you personally or to the team. You reinforce their action and the connection it has to you.
“I appreciate it because it makes me…”
 
U – UNIFY
Explain how their effort strengthens the team as a whole. This brings the conversation from focusing on SELF so that you can have impact on OTHERS
“It helps our team by…”
 
How to Use It
It can be awkward using this at first, especially for younger people, but helping them to understand the importance and the power of acknowledging the efforts of others is part of the process. To successfully use the I.C.U. you must:

1. Be specific — name the action or behavior. It can't be generic
2. Be sincere — authenticity matters. They will see through smoke.
3. Be consistent — make I.C.U. part of your leadership habits.

 
Quick Example
“Hey, I want you to know that I.C.U. making an impact by really pushing me in our one-on-one drills to fight through screens.
I appreciate it because I was forced to not only put more effort into getting through the screens but had to work on setting you up to make it easier to get through the screens.
It helps our team when you show that type of effort in practice to simulate what we will see in games. It’s not only helping me but also helping the screeners get better of setting screens so our offense can be better. Thank you!”
 
Instituting I.C.U.s as a standard practice of your Team - in sports, business or life - will create a positive IMPACT, help CONNECT those around you, and UNIFY your team to create a powerful IMPACT that will last Beyond Today.