In this lecture, we critically examine the flawed notion that businesses can consistently hire the "best" talent in an increasingly competitive market. The speaker begins by challenging the common belief that a company can attract the top 5% or 10% of workforce candidates without adequately paying what others are investing. They reference statistical studies, including Gallup's research, which reveals that a mere 15% of employees truly excel in their roles. This sets the stage for a discussion on the financial implications of hiring practices, highlighting the reality that organizations often engage in a cyclical pattern of hiring and firing rather than effectively managing talent.

The speaker elucidates on the costs associated with high turnover rates, suggesting that while organizations funnel resources into sophisticated psychological assessments and repeated interviews, they often fail to yield the desired outcomes. By illustrating the common experience where hired employees do not meet performance expectations, the lecture prompts listeners to question who truly benefits from this cycle—mainly recruiters and profiling firms, not the companies themselves. This exploration of wasteful practices leads to a call for introspection regarding hiring trends and the need for a fundamental shift in strategy within organizations.

Further on, the discussion shifts to the underlying motives that drive employee behavior at work: fear, money, or genuine desire to contribute. The speaker emphasizes the importance of attracting individuals who are motivated by passion for the work rather than mere financial gain. This consideration leads to an exploration of the systemic issues companies face, especially regarding the inefficiencies that cause employees to experience frustration in their roles. By using the analogy of a person limping from pain while seeking a quick fix instead of addressing the root problem, the lecturer advocates for focusing on improving processes rather than simply increasing headcount.

The concept of identifying and relieving systemic pain is essential to enhancing organizational effectiveness. The speaker argues that when employees work in an environment that eliminates obstacles and empowers them, they perform at a higher cognitive capacity. Drawing parallels to historical practices in management, the lecture advocates for a shift towards a focus on refining systems within the workplace. The speaker recalls significant past management practices, such as the Quality Circles used during World War II, and contrasts these with contemporary approaches that merely enforce compliance without fostering creativity or efficiency.

Additionally, the speaker challenges conventional training methodologies that simply prepare employees for processes rather than adapting processes to support employee needs. They highlight the importance of understanding and mapping processes, noting how disjointed systems lead to confusion and decreased productivity within organizations. By sharing anecdotes from workshop experiences, the speaker demonstrates the revelations employees can have when they finally see their organization’s processes mapped out visually, revealing inefficiencies they were not previously aware of.

The lecture culminates in a call to action for businesses to rethink their focus on growth in favor of enhancing efficiency and improving work processes. The speaker argues that a focus on efficiency can yield greater profit margins than an unrelenting pursuit of growth statistics. By encouraging organizations to invest in training that empowers employees to analyze and improve their respective processes, the speaker challenges traditional notions of accountability in the workplace, advocating for a more inclusive model that engages all levels of employees in continuous improvement.

In this episode, I delve deep into the concept of growth in business for 2025, emphasizing the often-overlooked importance of structure over sheer ambition. Drawing from my previous episode about Henry Kaiser’s revolutionary methods that dramatically reduced shipbuilding times, I stress the necessity of focusing on continuous improvement rather than merely setting incremental goals. By moving from a traditional goal-oriented approach to an aim-focused mindset, we open ourselves to truly transformative growth.

Using the metaphor of gardening, I encourage business leaders to visualize their organizations as a garden requiring careful cultivation. The seeds represent potential employees, and it is essential to understand that potential remains dormant until the right conditions are met. Unlike the typical Western management approach—which often involves superficial motivators like pizza parties and pep talks—I propose an action-oriented strategy that prioritizes nurturing and supporting employees. It is not enough to plant seeds; we must actively tend to them. This involves ensuring a conducive environment with the right resources, protecting our plants from pests and obstacles, and continuously evaluating their growth.

I underscore the idea that a significant percentage of business failure is attributable to how we manage our processes rather than the capabilities of our team members. Citing W. Edwards Deming, I reflect on how an overwhelming 94% of issues identified in the past stemmed from poor systems rather than human error. I challenge listeners to consider whether their organization’s struggles arise from the seeds—i.e., the employees—or if they stem from the management—the farmers. Often, the answer lies with the latter, necessitating a re-examination of management philosophies that prioritize outdated metrics and KPIs.

Transitioning into the practical implications of these ideas, I introduce concepts of resilience and organic growth within organizations. As we face imminent economic challenges predicted for the next few years, it’s crucial for businesses to prepare not just for survival but for thriving amid adversity. I advocate for adopting a mindset of resilience, where businesses equipped with robust systems will be ready to seize opportunities even as others falter.

I also introduce my upcoming book, "The System," in which I challenge traditional Western management ideologies. By advocating for a shift in focus from managing individuals to refining processes, I aim to provide a framework that aligns contemporary business practices with those that drove significant economic advancements in the past. As we navigate through changing economic landscapes, prioritizing systematic organization and cultivating a supportive environment will be essential for achieving sustainable success.

This episode serves as a call to action for business leaders to get their hands dirty, to engage proactively with their teams, and to invest in creating fertile ground for growth. By fostering a mindset oriented towards nurturing and support, we can transform our organizations from mere survivors into thriving ecosystems poised for exceptional performance. Join me on this journey as The Process Fixer. Let's reimagine business growth and resilience together.

This episode offers an in-depth update on Derrick Mains’ recent journey and the evolution of The Process Fixer. After nearly five months away from podcasting, Derrick returns to share the incredible growth and response to his speaking engagements, which have now surpassed 100 events scheduled by the end of the year. His message has gained significant traction, with numerous appearances on leadership and operations podcasts where he explores the principles of operational excellence.

A key highlight of Derrick’s recent work is the launch of a new, comprehensive website, TheProcessFixer.com. This platform introduces his proprietary M4 methodology: Map, Measure, Manage, and Mobilize. The initiative aims to certify individuals as process fixers, building upon existing process triage training. This program focuses on addressing structural and systemic challenges within organizations while fostering a systems-thinking mindset—essential for operational success.

Central to Derrick’s discussions is the impact of events, behaviors, and structure on organizational performance. He emphasizes that while managing events and behaviors is necessary, it often distracts from addressing the root cause of inefficiencies: the design and structure of the system itself. Drawing on insights from thought leaders like Deming, Derrick highlights that 94% of performance issues stem from structural inefficiencies, with only 6% attributable to individual shortcomings.

Derrick also shares insights into the innovative management practices of Henry Kaiser during World War II. Kaiser’s human-centric approach to shipbuilding illustrates how prioritizing structural design and addressing worker needs led to unprecedented results, such as constructing ships in days instead of months. This example underscores the transformative potential of optimizing systems over focusing solely on behaviors or events.

Looking ahead, Derrick is planning a series of training workshops and discovery days, offering businesses opportunities to engage with his systemic improvement strategies. He is particularly excited about his upcoming book, The System, which will encapsulate his ideologies and practical strategies for driving systemic change.

For those interested in delving deeper into Derrick’s methodologies, his new Substack community provides ongoing content, including exclusive webinars and discussions. Whether certified members or new to the Process Fixer community, participants will find valuable resources for their growth.

On this episode of The Process Fixer Podcast, we're joined by Max Hansen from Y Scouts. They specialize in streamlining and fixing the recruiting process, using new understandings of psychology and the hiring process, to prevent candidates from 'gamifying' the recruitment experience. Derrick and Max's conversation ranges from employee retention, to the value of shoulder-to-shoulder interactions, bringing new perspectives to the way we view the employee-employer relationship. Don't miss this episode of The Process Fixer Podcast! 

Show Notes:

0:00 - 3:35 - Introduction to Max Hansen and Y Scouts

3:35 - 10:18 - Knowing a Candidate

10:18 - 17:23 - Being Shoulder to Shoulder

17:23 - 26:26 - The Process Triage Experience

26:26 - 36:50 - Improving the Process Through AI

36:50 - 46:31 - Perspective Seekers and Believables

46:31 - 49:13 - Investing in Your Frontline Employees

49:13 - 51:20 - Outro

Today's discussion centered on the concept of friction within businesses and its negative impact on energy efficiency and productivity. By visualizing the process through inputs, outputs, and outcomes, we highlighted the importance of identifying and reducing friction points between departments. Friction often arises due to misaligned incentives, lack of understanding of the 'why,' and informal handoffs between systems.

We emphasized the significance of formalizing processes and establishing clear handoff procedures to enhance communication and trust between departments. By incentivizing based on quality outcomes rather than just outputs, organizations can improve overall efficiency and customer satisfaction. Encouraging departments to understand and align with the organization's overarching goals can foster a culture of high-quality output and continuous improvement.

Moreover, we discussed the prevalence of inefficiencies caused by lack of trust in processes, leading to extensive rework and additional costs. Formally specifying handoff requirements and encouraging accountability through documentation and inspection can significantly reduce errors and enhance overall quality. Embracing a system of systems approach and treating departments as a community of companies can facilitate a holistic view of business operations and drive collaborative improvements.

Ultimately, by adopting a structured and systematic approach to process improvement, businesses can mitigate internal competition, increase trust and transparency, and drive higher quality outcomes for both employees and customers. Addressing friction points through clearer communication, defined processes, and a shared understanding of objectives can pave the way for enhanced efficiency, profitability, and long-term success in the competitive business landscape.

In this episode, Rosie Rosenberger, the founder of Process Triage, and Derrick discuss how Rosie's approach to process improvement differs from traditional methods like Six Sigma. Rosie explains how her methodology, called triage, focuses on building teams, enhancing situational awareness, and addressing pain points effectively. They delve into the importance of engaging frontline employees and "believables" in the process improvement journey, highlighting the power of collaboration and hands-on problem-solving.

The conversation delves into the emotional aspect of process improvement, with Rosie sharing how triaging sessions can evoke strong emotions in participants, especially when long-standing issues are finally addressed. They discuss the significance of setting clear process capability goals to guide improvement efforts and ensure alignment with organizational objectives. Rosie emphasizes the impact of triage in fostering team communication, problem-solving, and decision-making, ultimately leading to tangible results and positive outcomes for companies.

The hosts draw upon examples from their experiences to illustrate how triage can transform organizational processes and enhance performance. They touch on the role of executive sponsorship, the value of engaging frontline employees in process improvement, and the importance of fostering a culture of continuous improvement. The episode concludes with a discussion about the movie "Flaming Hot" and its relevance to the concept of empowering frontline employees to drive innovative solutions within organizations.

Overall, the episode provides a comprehensive overview of the benefits of utilizing Rosie's triage methodology in process improvement initiatives, emphasizing the importance of collaboration, communication, and goal alignment in driving organizational success.

This week, Derrick discusses the historical context of World War II and its impact on American manufacturing and leadership. He highlights the critical role played by W. Edwards Deming in streamlining American manufacturing during the war effort. Deming emphasized statistical control and employee empowerment as key drivers of success. The speaker discusses the unique circumstances during the war, where executives had to work closely with frontline workers due to the absence of middle managers, leading to a more collaborative and efficient system.

Explores how the integration of statistical control and employee empowerment led to significant advancements in American manufacturing during the war. Contrast Deming's approach with the command-and-control style of management advocated by figures like Jack Welch. Derrick emphasizes the importance of focusing on systems and processes, as highlighted by Deming, who attributed 94% of business problems to system failures rather than individual errors.

Derrick introduces a methodology called WINS360, which focuses on process mapping, root cause analysis, and continuous improvement within organizations. They stress the need for businesses to prioritize system design and optimization, as well as employee involvement in problem-solving and decision-making. By addressing inefficiencies and bottlenecks in processes, companies can enhance productivity, quality, and customer satisfaction.

00:07 - Introduction

4:14 - The Importance of Rest

8:46 - The Impact of Parkinson's Law

10:10 - Building from the Ground Up

21:04 - The DuPont Method

30:49 - Finding the Book and More Resources

33:31 - Conclusion

#AlysonCaffrey #TheSabbaticalMethod #podcast #DerrickMains #Rest #entrepreneur #systems #productivity #leadershipDetachment #rejuvenation #learning

Alyson Caffrey is a guest on The Process Fixer podcast, discussing her book, The Sabbatical Method. They dive into the importance of rest for entrepreneurs and the concept of creating systems to protect time for rest and focus on high-quality work. Alyson shares her personal experience of dedicating focused time each morning to write her book, resulting in increased productivity and clarity. The conversation explores the impact of proper rest on work quality and decision-making, referencing historical studies on work hours and productivity. Both Alyson and Derrek emphasize the significance of building systems within businesses to allow for leadership detachment and sustainable growth. The episode concludes with a friendly exchange where Alyson invites listeners to disconnect and read the book for a weekend of rejuvenation and learning.

00:07 - Introduction

4:14 - The Importance of Rest

8:46 - The Impact of Parkinson's Law

10:10 - Building from the Ground Up

21:04 - The DuPont Method

30:49 - Finding the Book and More Resources

33:31 - Conclusion

#AlysonCaffrey #TheSabbaticalMethod #podcast #DerrickMains #Rest #entrepreneur #systems #productivity #leadershipDetachment #rejuvenation #learningsuccess.

This week on The Process Fixer Podcast, Derrick speaks to Martin Karaffa, an expert in decoding culture inside organizations. Martin explains the fascinating ways in which people are influenced by the country or generation they are born into, and how leaders can adapt to a new generation joining the workforce. Hear all this and more, on The Process Fixer Podcast!

Show Notes - 0:00 to 3:33 - Introduction to Martin

3:33 to 7:42 - Why 'Decode' Culture?

7:42 to 19:34 - National identity and its influence on people

19:34 to 1:12:00 - Martin's Presentation

1:12:00 to 1:20:27 - Dealing with cultural differences as a leader

1:20:27 to 1:23:21 - Outro

In this episode of Quick Thoughts on The Process Fixer Podcast, Derrick tells a story from his dad's career, and how oftentimes different perspectives can lead to clever solutions for business level problems. This week, Derrick explains the unorthodox story of how a pastor, and plastic milk crates, intersected to send kids to hell!