I’m sure you’ve heard the expression, “If it’s not broken, don’t fix it.” This has been one of my fundamental guidelines for almost as long as I’ve been a leader. I’ve seen it so many times. Leaders get bored and think they need to “meddle” in something that isn’t really in need of attention. Based on a “feeling” or “intuition” they focus on something that is just fine as is.
Or, worse yet, a leader who thinks “the problem” is this when really it’s that. How do we know, as leaders, what should demand our attention?
I want to pause here for just a moment to point out a very important distinction. There’s a difference between “continuous improvement” and an emotional (or other gut feeling) need to “fix” something that’s not broken. Can just about everything be improved? Sure. What we’re really talking about here is the making of decisions to improve a system or process based on something other than a “gut feel” or “opinion” that it’s broken. Whether it’s continuous improvement or some major issue that needs to be fixed immediately, “data” is needed to make any decisions. Period.
As senior leaders, the first question we must ask when we’re told that something needs to be fixed, is “Why?” We should say, “Show me the data.” When we’re told there’s no data, our response should be “Then why do you think it needs to be fixed? Go collect some data and come back and see me.”
“What about those things that are hard to measure?” you might be thinking. I say, “There’s no such thing.” I agree there are lots of systems that are difficult to measure, but for the most part, everything can be measured. Remember, feedback from those involved in the process, opinion surveys, etc. is “data.”