Okay, so I've hinted at some potential problems. And certainly I've experienced some challenges when implementing a culture of continuous improvement within a team or business. And here's some of the experiences that I've had. I thought I'd share them with you, and then perhaps we can think about what we could do about that. So this isn't my job is a kind of cultural, an attitude, type blocker. I just want to come to work, do my job, and then go home.

I don't have time for this. I don't want to get involved in something that will make me look stupid. If I spend time on this, it will affect other things that I measured on. I can't be bothered. Too much effort. Welcome We do about that.

So I've got some suggestions on the right hand pane now. So let's have a think a way to get over that this isn't my job response is to actually make the AI part of the job description, and measure performance in this area. So actually make it part of the job. Now, from a legacy perspective, that can be a bit challenging. So you have to be careful that you don't materially change the job so much that you've effectively constructively dismissed them if they don't achieve it. So you have to be a little bit careful there, that you don't make their job so different that they can claim that you've essentially forced them out if they can't do it.

So you've got to be reasonable in what you're expecting. Take advice on it, I would say, but in my experience, expecting people to simply come up with the idea now and again, a better way of doing it or a way that needs to change or improve I would say that virtually everybody could come up with that. Now, there may still be some people who are unable to for whatever reason. Obviously, discretion needs to be used in those situations. But as a general rule, if you can make the AI part of the job description, and measure performance in that area through whatever regular performance reviews, you have appraisals, performance reviews, one to ones, then it just starts to be seen as part of the job and certainly if they're not included, now, do something about that. So include ci, continuous improvement or idea generation of improvement as part of everybody's job description.

Make CIA activities part of the everyday heartbeat of the job? What do I mean by everyday heartbeat? Well, you actually have a routine when you go to work. First thing you do is this, the next thing you do is that if you can make ci part of that everyday routine, then it will start to become part of the everyday culture. So it's about that habit forming stuff. So maybe the first thing you do in the office is you quickly review a project that's happening, maybe that's not done every day, maybe that's every week.

So you have some way of formally having a ritual or a process around CIA activity. So it could be a weekly ci meeting. It could be a daily, five minutes, this is what we're doing today. And that would include ci, so make ci part of the heartbeat of the job. Fair, we get used to the idea. Their job isn't just to do the everyday thing.

In fact, part of the everyday thing is coming up with ideas, putting an idea in the box, approaching the manager with a way to improve something, having half an hour on a project. Maybe every month, they spend a day on a project, those sorts of things. providing ongoing training and coaching. And of course, you need to be patient. So this helps people to again, understand that it's part of their job. So it's not just about going to work doing their job and going home, which might be making widgets or contacting customers, or managing accounts.

All of those things are absolutely cool activities for their job, but so is ci. And they're going to need some coaching and training to help them to see that as part of their job. As much as the other things. They're still going to spend more of their time doing their day job if you like. But at least some of their day should be spent on CIA activities, or at least some of their week or at least some of their month. So have a balanced set of measures really relates to that.

They're going to get measured on things. And if they do ci stuff, then what they're measured on, they're gonna do less well. It also relates, of course to I don't have time for this. So make sure that their measures include ci stuff. And make sure that the measures take into account that they will be spending some time doing ci stuff. And again, I do keep stressing this point that not everybody will be doing it at the same level.

For some people, it will literally be 10 minutes a week, where they come up with an idea and they put it in the box or they talk to a manager about it. For other people. They might spend a day a week doing improvement activities. It depends on the team. It depends on the processes, and it depends on the people. But at least if you have a balanced set of measures that involves the at least in some respects, then it justifies me as a member of the team spending time on it because I know that I'm also measured on that can't be bothered too much effort?

Well, I suppose one of the things there is to demonstrate the value. So why is it a value to them individually and to their team. So here you can talk about things like the downside, if you like, if we don't do it will fall behind our competitors who are doing stuff like this will do things less well, more cost, less job security, our customers want more and more more for cheaper, cheaper, cheaper prices. So one way to make sure we can do that is to continually improve it's part of the process. It's a way that we keep our jobs, it's a way that we keep going. Now, for some people That's powerful.

For others, it sounds like a threat. So again, we need to be careful. Another positive way of talking about this is that it's a very transferable skill. So if you want to progress or even if you at some point, leave the business and go somewhere else, is a really great skill that all businesses need. So you're actually making yourself more employable more valuable by getting involved in this. The effort thing sounds like a management issue to me.

So we don't really want to encourage people to think that they can just kind of do the work without having to put any effort in effort is part of the job. So that could be a management issue that we need to deal with. So there are some suggestions. So there will be some barriers, individuals will have different feelings about ci. It takes time. I've mentioned Be patient and expect some days where you take two steps forward and one step back and sometimes even two steps back and you start to feel a bit disillusioned well.

Don't be everybody goes through that process. Keep going. You'll eventually get there.