ABSTRACT
Delegation by senior management for improvement of the business is an all too often and very unfortunate unintended and almost always negative consequence of distilling principles down to tools and systems. When business improvement is seen as training people on the use of some new tools, diffusing a few improvement systems or organizing some project teams to fix things, it is easy for senior leaders to opt themselves out. Business improvement must become a part of every person's work responsibilities. Leaders are the only people in the organization who can effectively teach managers and other associates correct principles. The senior leaders in any enterprise have the most profound impact on its culture. To be an effective leader of culture, a leader must be willing and able to tell the truth, or see reality. Great leaders balance the scorecard with metrics that focus the organization on both ideal results (KPIs) and the ideal behaviors (KBIs).
