Processes Must Improve to Create a Positive IMPACT

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.

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