CI 101

How do you develop new behaviors while creating a continuous improvement culture?

As a business owner or top leader of a company, you are thinking about implementing continuous improvement.  This means that you will need a culture change.  To learn how leadership and the team will react to it, you need to understand a few things before.  You need to learn about the current culture and the company history regarding policies, salary systems, and politics, before planning the implementation.  That information will also help you to identify what needs to change and highlight the challenges to create a new culture.  Develop new behavior patterns, is the fourth action from the top leadership to-do list to achieve the elements of a successful CI implementation.  

Commonly, past collective experience is based on thoughts and behaviors that you need to change.  A culture based on disrespect, lack of appreciation, lack of clarity, dysfunctional competition, us versus them mentality, and values talk without action is no longer acceptable.

We need to guide people with a clear, inspiring, and shared vision of the future.  Continuous improvement is not easy, and although it has many sweet rewards, it also has disappointments and brings some failures as well.  Be honest about the challenges in front of them, answer their questions, and never back up from the objective.  Talk the talk, but most importantly, walk the talk, a voice without action will not do any good to gain the trust of your employees.

Leadership must become coaches who are communicating the idea of continuous improvement all the time.  Every leaders’ responsibility is to model the desired behaviors.  Learn and practice lean thinking and promote challenging the status quo.  Prove with actions that it is ok to try and fail as long as you never stop trying.  Show them how to test new ideas using a system like PDCA.  Get used to reflect upon every win, and every loss, share the lesson learned and use them to improve the improvement process.

Leaders should watch for stress reactions, such as threats, resignation, or illness.  They need to work with those affected to understand why and create an action plan.  It is normal to feel high levels of stress or fear because the team is still weighing if they can trust the new culture.  There are many uncertainties during the change, and for that reason, constant, honest, and effective communication is critical.

Set achievable milestones, prioritization, and practice positive feedback.  Develop a fair performance assessment program designed to develop people’s skills and not to punish them.  Avoid anything that can result in frustration or underutilization of individuals. 

As I said before, as long as leadership keeps fulfilling their continuous improvement responsibilities, implementation will keep going and slowly, but surely, the culture will change.  

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