Big Wins from Small Beginnings by Harvey Schiller

It is has been our observation that successful leaders simplify complexity and actively utilize the “small win process”.  They break problems into manageable chunks.  They don’t “swing for the fences” and rely on home runs, but rather pursue a strategy of hitting singles and doubles. They work diligently at making it easy to succeed.

“The journey of a thousand miles begins with the first step’, and in the same manner small wins can lead to extraordinary improvements and accomplishments. The small wins are critically important because they breed success that compel and invigorate the organization, promote progress, build commitment and demonstrate the possibilities. Small wins in a non-threatening way allow for the challenging of the status quo.

Trying to tackle challenges and problems that are defined too broadly overwhelm people, because they defeat our capacity to even contemplate solutions, allocate resources and to incorporate a change process and the incremental work within our daily routines. In addition, getting people to change old habits and behavior patterns is a difficult process.  Sometimes with the best intentions, people revert back to old and familiar patterns.

So how do you get people to want to change and to commit to the change process?  The most effective change processes are incremental – they break down the problems into small doable steps, measurable goals and milestones. This offsets resistance and can lead to securing multiple affirmations of commitment.  Just like in the sales process, there is a greater likelihood to closing the deal if the prospect says yes numerous times.

Real life example; we were working with a manufacturing client on lean techniques and our initial initiative was the implementation of 5S, which is typically the first step for many organizations.  We began the implementation of 5S in the lunch room.  We applied 5S and over a short period of time we sustained the improvements and then rolled out into the reception area and lobby.  Eventually we took it into the manufacturing area, but again, with limited scope.  The rolling out of the small wins demonstrated visible improvements, built momentum, created a supporter base and developed process champions.

Extraordinary change and improvements from the sum total of the small wins.