Ryan - this is an excellent post, and one that really resonated with me.
How much of these "self-sabotaging" behaviours are driven by how we educate our continuous improvement professionals and process analysts? After all, belts are typically certified on using "all of the tools" to show competence with them; they are indoctrinated with going through phases of improvement versus telling a story; they're fed quotes like "in God we trust; all other's bring data" which fly in the face of actual corporate behaviour.
I agree that the overemphasis on “tools”-based training is part of the problem. While I’ve seen some excellent programs that integrate leadership, coaching, and consulting skills, these are unfortunately rare.
Beyond that, I believe self-sabotage among CI professionals often stems from a few key factors:
Pressure to Prove ROI – Unlike most employees, CI professionals are frequently expected to demonstrate their value through immediate ROI, even when they have little control over project selection. Imagine asking an Accounts Payable clerk or even a manager to justify their existence through ROI—yet CI teams face this demand regularly. This pressure can lead to reactive, unhelpful behaviors.
Job Insecurity – CI roles are often seen as non-essential, with the constant risk of layoffs looming overhead. This uncertainty can push CI professionals to seek validation, overcompensate, or try too hard to prove their worth—all of which can backfire.
Unrealistic Expectations – CI professionals are often tasked with “changing minds” in organizations where resistance to change is deeply ingrained. Without strong leadership support, they may resort to excessive efforts to drive change—only to encounter frustration and burnout.
Ultimately, these challenges can drive self-defeating behaviors, not because CI professionals lack skill, but because the system they operate in sets them up for an uphill battle.
Ryan - this is an excellent post, and one that really resonated with me.
How much of these "self-sabotaging" behaviours are driven by how we educate our continuous improvement professionals and process analysts? After all, belts are typically certified on using "all of the tools" to show competence with them; they are indoctrinated with going through phases of improvement versus telling a story; they're fed quotes like "in God we trust; all other's bring data" which fly in the face of actual corporate behaviour.
I agree that the overemphasis on “tools”-based training is part of the problem. While I’ve seen some excellent programs that integrate leadership, coaching, and consulting skills, these are unfortunately rare.
Beyond that, I believe self-sabotage among CI professionals often stems from a few key factors:
Pressure to Prove ROI – Unlike most employees, CI professionals are frequently expected to demonstrate their value through immediate ROI, even when they have little control over project selection. Imagine asking an Accounts Payable clerk or even a manager to justify their existence through ROI—yet CI teams face this demand regularly. This pressure can lead to reactive, unhelpful behaviors.
Job Insecurity – CI roles are often seen as non-essential, with the constant risk of layoffs looming overhead. This uncertainty can push CI professionals to seek validation, overcompensate, or try too hard to prove their worth—all of which can backfire.
Unrealistic Expectations – CI professionals are often tasked with “changing minds” in organizations where resistance to change is deeply ingrained. Without strong leadership support, they may resort to excessive efforts to drive change—only to encounter frustration and burnout.
Ultimately, these challenges can drive self-defeating behaviors, not because CI professionals lack skill, but because the system they operate in sets them up for an uphill battle.
Ouch.
Some well earned grey hairs...