In the new book, The Friction Project, author Bob Sutton talks about the importance of leaders being good at “friction fixing.”

Nothing much good comes from friction for two main reasons.  It slows things down, and it generates heat – both of which cripple efforts to be a high-performance, market-leading business.

So how can an organization stop friction from forming in the first place – before it flares up?

It starts with understanding essential drivers that get employees engaged and eager to go above and beyond in the workplace:

• Being informed honestly about current conditions and future direction

• Being heard, valued, and taken seriously

• Having control over decisions and actions that affect their lives

Satisfying those requirements takes more than inspiring values and good communication skills. It takes hardwired, routine processes that are designed to hear and act on employee input for improving how work is done as part of the core fabric of day-to-day business operations.

Among the most vital processes for doing that are those designed for engaging employees in systematic continuous improvement. When SCI processes are constructed properly and conducted regularly, people automatically feel informed, heard and valued – and it gives them some control over what affects them in the workplace. 

When that happens, not only does it reduce the heat and drag of any friction that might emerge, it minimizes the potential for it to show up in the first place. Bottom line, it’s pre-active and preemptive.

If you want to see how systematic continuous improvement can be a powerful force for “friction fixing” in your organization, click on the link below and set up a time to talk with us.

6-Week Program for Systematic Continuous Improvement

“Great is the enemy of better”

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If you have a story that illustrates the power and potential of employees engaged in continuous improvement, we’d love to hear it – and share it with our readers.