The Power of Persistent Leadership: A Game-Changing Story

For several years, I conducted certification audits for a Tier 2 construction company. I stubbornly held onto this audit client, despite my growing frustration with both the system and its leadership. Perhaps subconsciously, I believed in the potential for a profound cultural transformation—a shift I had begun to doubt would ever occur. Yet, to my delight, I was proven wrong. 

The turning point came when Shane, one of the directors, stepped forward to oversee the integrated management system. Before his involvement, each year presented a new individual at the helm. Whether it was a receptionist, project manager, or engineer, these individuals were burdened with this responsibility in addition to their primary roles. There were even instances when a designated Management Systems Representative was hired, a strategy tried with different individuals on at least three occasions.  

During my audits, I routinely identified multiple minor nonconformances. Some years I even raised major nonconformances. The constant changes meant the management system never stabilized; it was perpetually altered before it could be effectively tested and improved. This resulted in widespread confusion among the workforce. It was no surprise that procedures often went ignored. I, too, struggled with these ever-changing systems during my audit reviews, frequently accounting for 'new processes' that hadn't been established long enough to yield tangible results. 

Then, one year, I approached an audit with my usual apprehension, only to be met with a pleasant surprise. At the outset, I was informed that Shane had assumed responsibility for the Integrated Management System. He had even completed a training course to thoroughly grasp the Standard requirements.

Observing him over the subsequent audit days, Shane's dedication and enhanced understanding became apparent. Now an active participant in the system, he could empathize with the workers' disengagement and confusion. Over the following years, with Shane at the helm, a noticeable cultural shift transpired. His passion for the system was contagious, and soon, the entire workforce was aligned with his vision. 

By 2021, a milestone was reached: I concluded an audit without identifying a single nonconformance. While there were observations and opportunities for improvement, no nonconformances were present. The company had reached a pivotal moment in the evolution of their IMS. It demanded leadership, passion, consistency, and engagement to attain this success.

The outcome? A robust management system embraced by the workforce, who recognized its value to the company, the clientele, and themselves. The catalyst for this transformation was Shane's active leadership in directing the Integrated Management System. While the change wasn't instantaneous, Shane's perseverance and consistency guided the company to success. Well done Shane! 

 "Leadership is about making others better as a result of your presence and making sure that impacts last in your absence”
 – Sheryl Sandberg (COO Facebook 2008-2022)

A HBR article on Organizational culture pinpointed four factors that drive quality as a cultural value: leadership emphasis, message credibility, peer involvement, and employee ownership of quality issues. Their research indicates that companies could do much better with all four. Nearly half the employees surveyed reported insufficient leadership emphasis on quality, and only 10% found their company’s quality messages credible.

Just 38% reported high levels of peer involvement, while 20% said that their company has created a sense of employee empowerment and ownership for quality outcomes. When they interviewed the quality function leaders at more than 60 multinational corporations and conducted an extensive review of academic and practitioner research, and surveyed more than 850 employees in a range of functions and industries and at all levels of seniority.

Some of what they learned was surprising. Most notably, many of the traditional strategies used to increase quality—monetary incentives, training, and sharing of best practices, for instance—have little effect. Instead, they found, companies that took grassroots, peer-driven approach develop a culture of quality, resulting in employees who make fewer mistakes—and the companies spend far less time and money correcting mistakes. 

Building Strength in the Gym and in Business 

I recently joined the local YMCA gym with my husband. Instantly, I saw a parallel between a company's integrated management system and training in a gym. On our initial visits, my husband and I wandered around, overwhelmed by all the different equipment. Unsure of how to use them, the duration of each exercise, or the appropriate weights, we lacked direction and clarity. 

Without a dedicated plan, we haphazardly moved from one machine to another, failing to grasp the objective of each workout. It was all too easy to lose our way, frequently altering our routines and making little progress. 

However, things took a turn when we strategized together. With my husband as my committed training partner, we set clear goals. We invested time in understanding the significance and technique of each exercise, making our path forward more visible. 

In much the same way, Shane emerged as the company's "workout partner," leading with intent and precision. Under his committed leadership, the company's "fitness level"—its management system—transformed from a chaotic state to one of excellence. 

This underscores the essence of consistency, collaboration, and the importance of having a clear plan—be it in overseeing a management system or in tandem gym workouts. 

Charting Success: The Transformation of the IMS 

The path to a high-performing management system you could say, always starts with some degree of chaos. Here, we map out the journey from Chaos to Peak Performance, including the influence of people and of practices. 

Initial Chaos 

A new system or a changed system always has some degree of chaos. It’s like when you’re baking a cake, you mess the kitchen up as you go, however once it is all put together and cleaned up you have an amazing end product – the baked cake! 

Recognition and Learning 

With the introduction of a competent and invested leader there is a recognition of learning and understanding of the management system. This takes the system on a journey of growth. 

Consistent Implementation 

The journey of growth evolves further when there is consistent application and implementation. A leader never backs down or gives up. It’s a challenge however they know the end result is worth it and consistency pays off. 

Cultural Shift 

With the leader all ‘knowledged up’ and implementing improvements consistently, this engages the workforce further and brings them along the journey to Peak Performance. Peak Performance cannot be reached without them. 

Peak Performance 

This is reached when the system is performing at its best, without nonconformances, however still with improvements to implement. It is constant growth and the leader and their workers understand this and embrace it. 

Your Next Steps

Lead Auditor Management Systems

AU$1,195.00

The Lead Auditor Management Systems course is designed for those aiming to conduct and lead audits across different sectors on a global scale. This comprehensive training covers skills for auditing in line with ISO Standards, suitable for work with Certification Bodies. Participants will learn through structured modules, encompassing all audit phases from initiation to reporting, complemented by the ATOL Extended Learning Program for enhanced understanding.

Learn more

1. Make sense of the Chaos and complete a qualification in an ISO Standard and/or

2. Auditing

3. Consistently apply what you have learned

4. Be supported by an expert 

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