From the Floor to the Future: Stop Guessing - Start Asking

In organizations of all sizes, from local businesses to government agencies, one undeniable truth prevails – work happens through processes, and some of the best ideas for improving these processes exist in the minds of the people performing the tasks.

The truth is, while managers typically design processes, it is the people doing the work who experience how they really unfold. That’s why some of the most effective and sustainable improvements don’t come from consultants, executives, or policy memos, they come from the people closest to the process.

A Practical Example

Imagine a small bakery. The owner may have designed the production schedule and trained the staff. The head baker, however, realizes that changing the order in which the ingredients are added saves 10 minutes. The cashier sees that customers regularly ask for the same out-of-stock items. The delivery driver knows a shortcut that avoids morning traffic and reduces fuel costs.

These team members aren’t guessing; they’re living the experience daily.  They see what works, what doesn’t, and what could. So, when it comes to making things better, who better to ask?

When team members are empowered to contribute their ideas, they become catalysts of innovation and businesses becomes more efficient, responsive, and resilient.  When they aren’t, value and potential is left on the table.

 

5 Reasons Why Empowering the Doers Makes Sense

1. Firsthand Knowledge = Better Insight - Frontline staff see what’s happening in real time. They don’t need reports or dashboards to know where the issues are; they experience them every day.

2. Practical, Real-World Solutions - Their suggestions are often low-cost and instantly applicable. Why? Because they’ve already tried them informally. They know what actually works.

3. Faster Cost-Effective Fixes - Small process changes can be tested and refined quickly on the ground without waiting for lengthy reviews or approvals. As well, fixing broken processes quickly equates to higher levels of efficiency, which naturally translates to cost savings.

4. Ownership and Accountability - When people are involved in shaping how things work, they’re more invested in the outcome. This is hugely important as they are no longer just slavishly following instructions; they are connected to and take pride in results.

5. Less Resistance to Change - People naturally resist changes that feel imposed and disconnected from their daily work. However, when recommendations for improvements come from within their own work environment, they feel more relevant, more meaningful and sometimes even more energizing.

In Summary

Improvements don’t always come from the boardroom, they often emanate from the breakroom. When you empower the people closest to the work to improve the process, you tap into the most valuable engine of progress in any organization: the experience, intelligence, and insight of your own people.

If, as a leader, you are facing persistent process issues, don’t start by calling a meeting in the boardroom; instead, walk to where the work is happening, and ask a simple question - “If you had the power to change one thing about this process, what would it be?” Then listen. Really listen. In Lean Circles, we call it a “Gemba Walk”. What you hear might just surprise you and spark the breakthrough you’ve been looking for. Stop guessing - start asking! Your best consultants might already be on the payroll.