Achieving results is critical in any business, but sometimes we underestimate the importance of the process to accomplish them. Other times, we focus so much on the tasks involved in the process and feel satisfied on completing them losing perspective of the result.
Let me share a situation that I experienced long time ago at work: I asked a Continuous Improvement trainee to help set a system to improve workplace organization in a manufacturing plant. He put a lot of effort into training associates, developing audit checklists, setting up 5S boards and visual controls. Management was happy with all the tasks completed, but the problem was that 5S did not improve. People did not change their behaviors… but we had a check in the lean assessment as we “implemented 5S”. The focus on the tasks did not drive the expected result and behaviors.
Should we then focus on the results rather than the tasks? Maybe, maybe not. Have you heard about the cobra effect? In different regions and different times, there have been efforts to reduce the growth of some animal species. One of them involved a bounty offered for every dead cobra (the purpose was to reduce the number of venomous snakes and victims). The result was different than expected, an unintended consequence: some started raising cobras to collect the bounty, increasing the number of them rather than reducing it. The focus on the result and the management action drove the wrong behavior.
“We have to stop rewarding bad behavior” Natalie Cole
Let’s consider another business-related anecdote. Some time ago I met a manager who was very focused on the results. He was intense and set high expectations for his team. The problem was that he demanded to achieve very short-term results without providing the proper support to his team (i.e.: change a line layout but don’t spend any money). While this could sometimes be a reasonable challenging request, the team required training, time, resources, support… When they did not have them, they started to look for workarounds, or even cheating… The focus on the result motivated the wrong behavior, just like the cobra effect.
Achieving the results is what we strive for. What we don’t want is to:
- Believe that completing a task is achieving the result
- Motivate the wrong behaviors to achieve the objectives
- Ignore the process utilized to get to the goal
As leaders, we need to accomplish the results, but ensuring we do it through the right process and the right behaviors, not only through tasks or expectations.
Consider these questions:
- When training an associate, do you just deliver the training or ensure there is change in behavior?
- When assigned a project, do you focus on just checking the tasks as completed or that there is a process and cultural change in your organization?
- When facilitating a kaizen event, are you satisfied with finding savings and opportunities to improve, or do you strive to teach the area team members on the importance and long-term benefits of the change?
- While walking at Gemba, is it okay to just find what is wrong, or do you take the time to listen and coach?
“When you choose the behavior, you choose the consequences” – Dr Phil.
· Repetitive behaviors, right or wrong, nurture a culture. If we strive for one that is focused on continuous improvement, we need to drive the proper behaviors. Completing tasks is important, but task completion alone won’t sustain the results or drive the proper behavior. Robust processes and repetitive behaviors modify our culture and help us maintain the results in place.