Is your System flawed?

Focusing on foundational structures and systems unlocks potential and creates lasting change.

Our first reaction when we see a deficiency in a process is often to look at the person: What are they doing? Are they competent? Clearly, a bad hire. But what if the real problem lies in the system the employee is working within? It’s the processes and structures that shape how each person operates.

It’s easy to blame individuals when, instead, we should focus on the system.

Andy Stanley’s recent podcast episode explores this very topic. He states, “Your systems are perfectly designed to get the results you are currently getting.” Similarly, I often say, “If you want something different, you need to do something different.”

Most people are followers—and that’s not a bad thing. They sign up for a job and do the work, even when they encounter inconsistencies. They create workarounds or accept “good enough” solutions. Over time, this erodes the integrity of foundational systems. Rarely does someone step out of their assigned role to challenge the underlying structure. Doing so requires leadership. It takes a thoughtful disruptor to question the current state, ask the right questions, and revisit past decisions.

Empower your team to challenge processes and present alternatives.

As Stanley notes, “What worked today may not work tomorrow.” Unless we create a system to regularly challenge and improve processes, we risk being stuck in unproductive patterns.

We often look at “personalities” as the problem. But even great employees fail in flawed systems. To retain top talent and solve underlying issues, we must look beyond individuals and evaluate the processes or platforms they rely on.

A Real-World Example

Years ago, while developing a program at a hospital, I discovered a daily issue among floor nurses. These exceptional nurses would spend hours rearranging shift schedules and calling off staff, reacting to the number of surgeries expected from the OR that day. This chaotic and frustrating process had persisted for years.

Nobody thought to ask for access to the OR schedule. It was a simple oversight, but it caused significant inefficiency and aggravation. In a matter of days, I gained access to the schedule, and the problem was resolved.

How did I do it?

• I wasn’t tied to the old process.
• I looked at the situation with fresh eyes and curiosity.
• I challenged the norm.
• I was given the authority to make changes.

Boom. Problem solved!

Advantages of Challenging Systems

1. Flexibility: Creates a nimble culture that adapts to changing pressures.
2. Efficiency: Frees the organization from outdated processes.
3. Maximization: Leverages both people and processes for optimal outcomes.
4. Lean Operations: Sunsets ineffective practices while introducing better ones.

How to Challenge Structures

1. Make it intentional: Assign one person to be accountable.
2. “Get on the balcony”: Step back to assess the situation objectively from a higher perspective.
3. Ask the team: They often know the answers—you just haven’t asked. Consider these questions:
   • What’s working?
   • What’s not working?
   • What’s hindering our progress?
   • My favorite: “If I had a magic wand, what’s one thing I could do to make your job easier or more effective?”

As Harvard Business Review notes: “Solutions to adaptive challenges reside not in the executive suite but in the collective intelligence of employees at all levels.”

By shifting our focus to systems instead of individuals, we can create meaningful and lasting improvements that benefit everyone.