The 1:100 miracle of high performing leaders
As you will read in the about me section of my site, during my career I’ve been inspired by recognized leaders from high performing organizations, specially Toyota. Their insights have helped me to improve my own leadership practice and to build my own leadership compass.
One of the foundational principles of this compass is “go and see”.
It is a principle that I learned from Toyota as the fundamental part of genchi genbutsu:
to go and see for yourself to thoroughly understand the situations and make decisions based on facts and data that you can see by yourself.
On the surface this principle seems very simple even though it may not be practiced that much by most companies.
I, as Toyota does, consider this principle as what most distinguishes the management approach of high performance organisations from that of low performing organizations.
Whereas in low performing organizations knowledge is gleaned and digested in the office or the boardroom, in high performing organisations it is gleaned on the floor, where value is created or delivered to the customer.
In High-Performing Organizactions, when asked to resolve a problem, leaders go to see the place where it has arisen and to understand the situation. In low performing organisations, managers make their diagnosis from a distance, from the comfort of their offices which puts their minds far away from the reality of their businesses.
To put it simple, I call the go and see effect in organizations, the 1:100 miracle.
Now, make your choice: the comfort of the chair in your office or the reality of your business. If you choose the reality, the 1:100 miracle will also work for you.
Jonathan Escobar Marin
Jonathan Escobar Marin is Director, Global Head of Lean Management at HARTMANN Group in Germany, co-founder and Partner of the firm High-Performance Organization Global Alliance and co-founder and CEO of Inn—Be, a start-up dedicated to High-Performance Education.