Be present. Observe the work being done carefully. And listen to the people doing the work.
Seemingly simple guidance—and yet rarely does such leadership prevail. In fact, in an era of sophisticated management methodologies, complex technological solutions and elaborate strategic frameworks, these most transformative leadership skills rarely animate the actions of successful leaders.
That represents a profound loss. I know, because this deceptively simple approach forms the cornerstone of an approach I share in my book "Creating Value," which distills over 30 years of experience facilitating more than 1,000 improvement workshops across dozens of organizations.
Through this work, I’ve led the turnaround of more than 40 companies around the world and discovered how this fundamental leadership practice creates unlimited value by empowering people to improve their work continuously.
‘Listen to the Operator’
The journey began with a revelation at Crouse-Hinds, a manufacturer of electrical equipment. During a workshop aimed at improving manufacturing flow, the team had rearranged heavy machinery to create more efficient work cells. The morning after moving the equipment, one operator made a modest suggestion: "If this machine was turned six inches, I wouldn't have to walk an extra step. I could just turn and reach."
I initially hesitated at the cost of bringing riggers back for such a minor adjustment. But my mentor, Bill Moffitt, offered wisdom that would shape my entire career: "Listen to the operator. Move the equipment six inches."
That small act of listening and responding immediately transformed the relationship with the union and catalyzed a culture of improvement that would deliver remarkable results: inventory reduced by 50%, operating costs down by 15%, defects cut by 80% and on-time delivery reaching 100%.
Why This Approach Works When Others Fail
Most improvement initiatives fail because they're disconnected from where value is actually created. Leaders make decisions based on abstractions, reports, spreadsheets and presentations rather than direct observation. They implement solutions developed in conference rooms instead of on factory floors or in offices where the work happens.
This alternative approach succeeds by:
Revealing hidden opportunities: When leaders observe work directly, they see waste and improvement opportunities that would otherwise be invisible from their offices. They identify waste and opportunity at the source.
Building trust and engagement: Workers who feel heard contribute ideas they wouldn't otherwise share. At one pulp and paper producer, simply listening to field workers led to a 20% productivity improvement in tree-planting operations of 300 million trees a year. This sets them on a path of improvement that builds as they grow their confidence and become willing to achieve greater gains.
Accelerating implementation: Solutions developed with those who do the work face less resistance and get implemented faster. At a manufacturer of electrical fittings, observing the assembly process revealed that 1 in 3 fittings had defects. By working directly with operators to implement quality checks throughout the process, they reduced defects by 15% and inventory by 50%.
Creating a learning culture: When leaders model curiosity rather than certainty, they create an environment where learning becomes the engine of improvement. Indeed, I've been on this journey for over 30 years, and I learn something from every workshop.
From Theory to Transformation
The impact of this approach is evident across industries. At a lightbulb factory, observing the production process revealed that 30% of raw materials never made it to working products due to inconsistent calibration between shifts. Implementing standard work for calibration dramatically reduced waste and improved quality.
At a manufacturer of industrial HVAC equipment, the team observed that quality inspections were happening only at the end of each production line. By implementing quality checks throughout the assembly process and empowering workers to stop the line when issues arose, quality issues were reduced by 90% and on-time delivery increased by 40%, driving a 15% increase in sales.
At a producer of a drain assemblies, a workshop team questioned why stainless-steel parts were being sent out for rustproofing when stainless steel doesn't rust. This simple observation led to eliminating an unnecessary process, reducing lead time from months to a single day, and improving on-time delivery from 50% to 100%.
How to Make This Work for You
Whether you lead a global enterprise or a small team, you can begin transforming your organization tomorrow by:
Committing to go to the workplace: Schedule regular time to observe where work actually happens, not just in meeting rooms.
Asking open-ended questions: Instead of leading questions that confirm your biases, ask "What makes your job difficult?" or "What would make this work better?"
Focusing on process, not people: When issues arise, ask "Why did only 45 units get produced?" rather than "Why did you only produce 45 units?" This shifts from blame to problem-solving.
Acting quickly on suggestions: Demonstrate that listening isn't just symbolic by implementing reasonable ideas promptly, even small ones.
Constantly building on improvement: Create systems where standard work becomes the foundation for ongoing refinement rather than a static endpoint.
The Counterintuitive Challenge
For many leaders, the greatest challenge isn't learning new skills but unlearning deeply ingrained habits. It requires humility to acknowledge that the people doing the work often understand its challenges better than those managing it.
It means resisting the urge to solve problems from your desk or to rely primarily on data analysis when the richest insights come from direct observation. And perhaps most difficult, it requires patience, the discipline to observe before acting, to listen before speaking and to respect the knowledge that exists at every level of your organization.
The Lasting Impact
The benefits of this approach extend far beyond operational metrics. Organizations that practice it create cultures where people feel valued, where improvement becomes habitual and where problems become opportunities for learning rather than occasions for blame.
This approach is not just a better way to run a business; it's a better way to be in the world. It embodies values that transcend business: respect for people, commitment to learning, dedication to excellence and service to others. As a workshop participant shared, “Wow, we just implemented an improvement I’ve been talking about for years. Thanks for showing up and listening to me.”
In an age of increasing complexity, the most transformative leadership skill turns out to be the most human: being present, observing the work and truly listening to those who do it. Leaders who master this practice don't just transform their organizations; they transform themselves.
About the Author
John Rizzo
President, Basin Holdings BBS
John Rizzo is author of "Creating Value: Empowering People for Sustainable Success that Benefits Employees, Customers, and Owners." He is president of Basin Holdings BBS and Managing Partner at MoffittXL Management Consulting.