Lee explores the concept of operational excellence through the lens of two renowned entrepreneurs, Steve Jobs and Richard Branson. He talks about the importance of connecting the dots in operational excellence, drawing on the wisdom of Jobs and Branson.

 Through examples and practical insights, listeners are encouraged to connect the dots between tools, behaviours, and environments to drive success in business operations. The episode underscores the need to start with the end in mind, as advocated by Stephen Covey, and to always be connecting dots to create a conducive environment for achieving business goals.

KEY TAKEAWAYS


Continuous Improvement: The key habit within operational excellence is the habit of continuous improvement, engaging people, and striving for excellence in all aspects of the business.


Connecting Dots: The importance of connecting the dots between different elements in a system to achieve a particular destination, as emphasised by successful entrepreneurs like Steve Jobs and Richard Branson.


Reflecting Backwards: Understanding that one can only join the dots looking backwards, as plans may change and evolve, highlighting the importance of reflection and learning from past experiences.


Creating the Right Environment: Focusing on creating the ideal environment through connecting the right dots, including leadership behaviours, visual performance boards, and metrics, to drive engagement and achieve business targets.


Start with the End in Mind: Emphasising the concept of starting with the end goal in mind and connecting the dots looking back to create a path towards success and making a difference in the business.

BEST MOMENTS

"Fundamentally, it's about the habit of continuous improvement and the habit of engaging people." 

"You can only join the dots looking backwards... the plan's out of date." 

"Always be connecting dots... you have to stop at a particular point." 

"If you create the right environment, then people will behave in a particular way."

"Start with the end in mind, connect the dots looking back." 

HOST BIO

You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Lee explores the concept of operational excellence through the lens of two renowned entrepreneurs, Steve Jobs and Richard Branson. He talks about the importance of connecting the dots in operational excellence, drawing on the wisdom of Jobs and Branson.
 Through examples and practical insights, listeners are encouraged to connect the dots between tools, behaviours, and environments to drive success in business operations. The episode underscores the need to start with the end in mind, as advocated by Stephen Covey, and to always be connecting dots to create a conducive environment for achieving business goals.
KEY TAKEAWAYS
<ul>
<li>
Continuous Improvement: The key habit within operational excellence is the habit of continuous improvement, engaging people, and striving for excellence in all aspects of the business.
</li>
<li>
Connecting Dots: The importance of connecting the dots between different elements in a system to achieve a particular destination, as emphasised by successful entrepreneurs like Steve Jobs and Richard Branson.
</li>
<li>
Reflecting Backwards: Understanding that one can only join the dots looking backwards, as plans may change and evolve, highlighting the importance of reflection and learning from past experiences.
</li>
<li>
Creating the Right Environment: Focusing on creating the ideal environment through connecting the right dots, including leadership behaviours, visual performance boards, and metrics, to drive engagement and achieve business targets.
</li>
<li>
Start with the End in Mind: Emphasising the concept of starting with the end goal in mind and connecting the dots looking back to create a path towards success and making a difference in the business.
</li>
</ul>
BEST MOMENTS
"Fundamentally, it's about the habit of continuous improvement and the habit of engaging people." 
"You can only join the dots looking backwards... the plan's out of date." 
"Always be connecting dots... you have to stop at a particular point." 
"If you create the right environment, then people will behave in a particular way."
"Start with the end in mind, connect the dots looking back." 
HOST BIO
You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

WARNING - This podcast WILL challenge your thinking.

Welcome to Business Problems Solved!

In this podcast we help you solve your business problems by providing real examples and practical approaches to make today better than yesterday. 

Introducing your host, the multi-sector, self-professed ‘most improved improvement person’ and qualified Business Problem Solver

Lee Houghton (pronounced Hawton)

You can contact Lee on LinkedIn, Facebook, Instagram or Twitter by searching for Lee Houghton THE Business Problem Solver or via visiting www.leehoughton.com for more content and to solve your business problems.

And remember – saying you know how to do it, is not doing it …

Business Problems Solved Podcast

Business Problems Solved

ABCD: Always Be Connecting Dots

This episode explores the intriguing debate between maturity and ownership when implementing solutions in organisations. Lee reflects on his experiences and conversations, emphasising the importance of balancing these two factors. Through engaging storytelling and practical advice, Lee navigates the complexities of decision-making in organisational improvement, offering a thought-provoking perspective on achieving long-term success.

KEY TAKEAWAYS


Ownership Over Maturity: When introducing a solution, prioritise ownership over maturity. People are more likely to protect and improve something they have built themselves.


Balancing Act: Striking a balance between maturity and ownership is crucial. Sometimes compromising on one for the other is necessary.


Long-Term Success: Focusing on ownership and developing a habit of continuous improvement leads to sustainable success in the long run.


Context vs. Control: Depending on the situation, decide whether to lead with context (ownership) or control (maturity) to address the problem effectively.


Infinite Game: Emphasise playing the long game rather than a finite one. Encourage continuous improvement and sustainability for lasting impact.

BEST MOMENTS

"I cannot believe that we are nearly at episode 300. When I started the podcast, I believed after about 10-20 episodes, I would run out of content." 

"One of the things that I am a big advocate of and we have spoke about before is that people protect what they build." 

"The right answer is ownership. But I'm not sure that when things play out, when the pressure is on, when we are trying to help people get better, I think that inadvertently a number of people might push the maturity button." 

"So when you are introducing a solution, consider maturity and ownership. And sometimes you can't have both. You might have to compromise one for the other."

"It's not about what you would like it to. It's about whether they own it and they know how they can develop it continually. That is successful. That is sustainable. And that is how you win the long game."

HOST BIO

You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

This episode explores the intriguing debate between maturity and ownership when implementing solutions in organisations. Lee reflects on his experiences and conversations, emphasising the importance of balancing these two factors. Through engaging storytelling and practical advice, Lee navigates the complexities of decision-making in organisational improvement, offering a thought-provoking perspective on achieving long-term success.
KEY TAKEAWAYS
<ul>
<li>
Ownership Over Maturity: When introducing a solution, prioritise ownership over maturity. People are more likely to protect and improve something they have built themselves.
</li>
<li>
Balancing Act: Striking a balance between maturity and ownership is crucial. Sometimes compromising on one for the other is necessary.
</li>
<li>
Long-Term Success: Focusing on ownership and developing a habit of continuous improvement leads to sustainable success in the long run.
</li>
<li>
Context vs. Control: Depending on the situation, decide whether to lead with context (ownership) or control (maturity) to address the problem effectively.
</li>
<li>
Infinite Game: Emphasise playing the long game rather than a finite one. Encourage continuous improvement and sustainability for lasting impact.
</li>
</ul>
BEST MOMENTS
"I cannot believe that we are nearly at episode 300. When I started the podcast, I believed after about 10-20 episodes, I would run out of content." 
"One of the things that I am a big advocate of and we have spoke about before is that people protect what they build." 
"The right answer is ownership. But I'm not sure that when things play out, when the pressure is on, when we are trying to help people get better, I think that inadvertently a number of people might push the maturity button." 
"So when you are introducing a solution, consider maturity and ownership. And sometimes you can't have both. You might have to compromise one for the other."
"It's not about what you would like it to. It's about whether they own it and they know how they can develop it continually. That is successful. That is sustainable. And that is how you win the long game."
HOST BIO
You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

What's better? Maturity vs Ownership

Business Problems Solved's latest episode discusses the concept of operational excellence and high-performing environments. Lee emphasises the importance of engaged and empowered people in driving business performance. By focusing on the interactions and engagement of team members rather than just metrics and tools, Lee highlights the true essence of operational excellence - making people and driving performance simultaneously. Listeners are encouraged to consider the impact of their leadership style on creating a culture of growth and development within their organisations.

KEY TAKEAWAYS


Operational Excellence: Focus on creating high-performing environments, engaged and empowered people, and effective leadership to drive better performance.


Purpose of Performance Boards: Emphasise that the purpose of performance boards is not just about the visuals or metrics but about driving engagement, conversation, and improvement within the team.


Creating Engaged People: Highlight the importance of creating an environment where people feel comfortable being vulnerable, discussing feelings, and addressing challenges openly to drive growth and performance.


Watermelon Reporting: Address the issue of superficial reporting where problems are covered up due to fear, emphasising the need for honesty, openness, and acceptance of mistakes to drive improvement.


Focus on People and Environment: Emphasise that true operational excellence is achieved by focusing on developing people and creating an environment that fosters growth, challenge, and continuous improvement for both individuals and business performance.

BEST MOMENTS

"I believe, are working towards the same destination. Because all of these things done correctly help the team, the function, the business perform better than they are today." -

"And following observing this conversation with the two change folk, I went for a cup of coffee and I reflected on what I had just seen unfold in front of me." 

"Watermelon reporting. I've often spoke about so it's it looks green on the outside or it's green on the outside. So we're reporting green."

"Do they all feel like they've just watched the best film or TV programme that they've had an opportunity to do at the end of every meeting?" 

"You can't just keep hitting people over the head to get them to work faster. You have to help your people grow." 

HOST BIO

You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Business Problems Solved's latest episode discusses the concept of operational excellence and high-performing environments. Lee emphasises the importance of engaged and empowered people in driving business performance. By focusing on the interactions and engagement of team members rather than just metrics and tools, Lee highlights the true essence of operational excellence - making people and driving performance simultaneously. Listeners are encouraged to consider the impact of their leadership style on creating a culture of growth and development within their organisations.
KEY TAKEAWAYS
<ul>
<li>
Operational Excellence: Focus on creating high-performing environments, engaged and empowered people, and effective leadership to drive better performance.
</li>
<li>
Purpose of Performance Boards: Emphasise that the purpose of performance boards is not just about the visuals or metrics but about driving engagement, conversation, and improvement within the team.
</li>
<li>
Creating Engaged People: Highlight the importance of creating an environment where people feel comfortable being vulnerable, discussing feelings, and addressing challenges openly to drive growth and performance.
</li>
<li>
Watermelon Reporting: Address the issue of superficial reporting where problems are covered up due to fear, emphasising the need for honesty, openness, and acceptance of mistakes to drive improvement.
</li>
<li>
Focus on People and Environment: Emphasise that true operational excellence is achieved by focusing on developing people and creating an environment that fosters growth, challenge, and continuous improvement for both individuals and business performance.
</li>
</ul>
BEST MOMENTS
"I believe, are working towards the same destination. Because all of these things done correctly help the team, the function, the business perform better than they are today." -
"And following observing this conversation with the two change folk, I went for a cup of coffee and I reflected on what I had just seen unfold in front of me." 
"Watermelon reporting. I've often spoke about so it's it looks green on the outside or it's green on the outside. So we're reporting green."
"Do they all feel like they've just watched the best film or TV programme that they've had an opportunity to do at the end of every meeting?" 
"You can't just keep hitting people over the head to get them to work faster. You have to help your people grow." 
HOST BIO
You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Operational Excellence is About Making People NOT Whiteboards

Lee explores the concept of creating an innovative and engaged workforce by challenging the traditional notion of "ask for forgiveness, not for permission." He discusses the importance of leading with context, giving permission, and encouraging behaviours like challenge, conflict, failure, and problem-solving within a safe environment. Listeners are encouraged to embrace failure and conflict as opportunities for growth and improvement, ultimately fostering a culture of continuous learning and development.

KEY TAKEAWAYS


Encourage Creativity and Risk-Taking: Instead of asking for forgiveness, not permission, create an environment where people feel safe to try new things and be creative without fear of failure.


Lead with Context, Not Control: Provide clear expectations and direction while allowing individuals to define their own approach. This fosters creativity, innovation, and empowerment.


Give Permission: Allow individuals to challenge, confront, fail, and solve problems. Make it acceptable to hold each other accountable and provide constructive feedback.


Role Model Behavior: Leaders should demonstrate the behaviours they expect from others, including being vulnerable and embracing discomfort.


Check-In and Reflect: After encouraging action, follow up to ensure individuals act on their thoughts and feelings. Address any barriers preventing them from doing so and reinforce a culture of continuous improvement.

BEST MOMENTS

"Ask for forgiveness, not for permission. Ask for forgiveness, not for permission. And you say that when you want people to try new things." 

"Lead with context, not with control. And when you lead with context and not control, then that is encouraging people to define their own how."

"We need to give permission and lead with context. Give permission for people to do certain things. Give permission for people to hold people to account, but lead with context." 

"The more we do it, the easier it becomes. So don't just say to people, ask for forgiveness, not for permission. There's some ground rules, there's some Things you need to do to make that possible." 

"Let's create this environment where failure, challenge, conflict and problems are recognized, identified, and actually reinforced that actually the good things, they're not bad things, they're good things." 

HOST BIO

You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Lee explores the concept of creating an innovative and engaged workforce by challenging the traditional notion of "ask for forgiveness, not for permission." He discusses the importance of leading with context, giving permission, and encouraging behaviours like challenge, conflict, failure, and problem-solving within a safe environment. Listeners are encouraged to embrace failure and conflict as opportunities for growth and improvement, ultimately fostering a culture of continuous learning and development.
KEY TAKEAWAYS
<ul>
<li>
Encourage Creativity and Risk-Taking: Instead of asking for forgiveness, not permission, create an environment where people feel safe to try new things and be creative without fear of failure.
</li>
<li>
Lead with Context, Not Control: Provide clear expectations and direction while allowing individuals to define their own approach. This fosters creativity, innovation, and empowerment.
</li>
<li>
Give Permission: Allow individuals to challenge, confront, fail, and solve problems. Make it acceptable to hold each other accountable and provide constructive feedback.
</li>
<li>
Role Model Behavior: Leaders should demonstrate the behaviours they expect from others, including being vulnerable and embracing discomfort.
</li>
<li>
Check-In and Reflect: After encouraging action, follow up to ensure individuals act on their thoughts and feelings. Address any barriers preventing them from doing so and reinforce a culture of continuous improvement.
</li>
</ul>
BEST MOMENTS
"Ask for forgiveness, not for permission. Ask for forgiveness, not for permission. And you say that when you want people to try new things." 
"Lead with context, not with control. And when you lead with context and not control, then that is encouraging people to define their own how."
"We need to give permission and lead with context. Give permission for people to do certain things. Give permission for people to hold people to account, but lead with context." 
"The more we do it, the easier it becomes. So don't just say to people, ask for forgiveness, not for permission. There's some ground rules, there's some Things you need to do to make that possible." 
"Let's create this environment where failure, challenge, conflict and problems are recognized, identified, and actually reinforced that actually the good things, they're not bad things, they're good things." 
HOST BIO
You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

ABCD: Always Be Connecting Dots

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