Here are few nuggets to inspire some reflection — maybe even some action — to improve organizational performance.
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Answering these four questions will help you find balance in the activity that most of spend about a third of our days doing: our careers…
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“Excellence is not a project — it’s a journey that requires constancy of purpose.”
— Michelle Tierney, SCF Nuka System
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Organizational complacency starts with an individual here & there, but it can spread to a team, a department, or a whole organization — it’s like a disease that can seriously impact organizational culture and eventually organizational performance.
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If you want a helpful tool to help you sort through finding balance in your life, check out the concept of Ikigai — a Japanese framework which helps you consider the intersection of four key questions:
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Processes don’t have to be formal to be effective & systematic.

Answering these four questions will help you find balance in the activity that most of spend about a third of our days doing: our careers…
bit.ly/PENrocks

Organizations can combat complacency by creating a culture of achievement: set aggressive goals and then hold yourself & your colleagues accountable to those goals. 
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Co-creating (nearly anything) takes more time, but it ensures effectiveness & sustainably.

If you want a helpful tool to help you sort through finding balance in your life, check out the concept of Ikigai — a Japanese framework which helps you consider the intersection of four key questions:
bit.ly/PENrocks

“Excellence is not a project — it’s a journey that requires constancy of purpose.”
— Michelle Tierney, SCF Nuka System
bit.ly/PENworks2023

Just finished a full day site visit between 2 Minnesota organizations that are both focused on continuous improvement & Baldrige Program-based performance excellence — learning & sharing ways to improve processes & outcomes.

Thanks to Winona Health for hosting Minnesota Department of Human Services DCT.

A House divided cannot stand.

Complacency affects many (most?) of us: in the beginning we work hard at something but over time, it’s easy to back off the throttle — to settle in & somewhat go through the motions.  This can happen anytime to anyone in any role within any organization.
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“Sustaining high performance requires succession planning, as many of our leaders have (or will) change.”
— Michelle Tierney, SCF Nuka System
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We all have limited time on this earth — only a couple of billion seconds, on average.

Make deliberate choices as to how (and with whom) you spend them.
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It’s the same distance to Christmas as it is last Fourth of July.

Mind = Blown

“Excellence is sustained only with leadership commitment: leaders need to avoid complacency and keep the fire alive for improvement.”
— JOANN STERNKE
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Decisions are better when based on data.

Complacent organizations form habits; they get lazy; they stop taking (intelligent) risks.

Inertia is a terrible thing for organizations — the “we’ve-always-done-it-that-way” syndrome usually doesn’t work in a world that’s constantly changing.
bit.ly/PENorgfailures