Do Managers Truly Understand How to Measure Critical Success Factors (CSFs)?

Earlier this month, I spoke with James H. Dobbins about his latest book, Critical Success Factors: How to Effectively Identify, Measure, and Apply CSFs, which equips managers with a practical framework to accurately identify, measure, and apply their critical success factors (CSFs). Unlike previous efforts that relied on broad surveys and statistical analyses intended to generate generalized lists of CSFs, this approach honors the foundational definition of CSFs and provides actionable guidance tailored to each manager’s unique context.

During our conversation, I asked James, "What are the biggest mistakes managers make when trying to measure critical success factors (CSFs)?" Here is his complete answer:

The biggest mistake managers make when trying to measure critical success factors (CSFs) is failing to understand what CSFs are in the first place. Managers turn to the results of research by others, projects often done by academics in the pursuit of an advanced degree. The research objective is to produce a list of generalized CSFs.  Once the list is published, the research is completed, the degree is granted, and the researcher goes on with their life. No measures are suggested. Many researchers worldwide, all with the same objective, have published different sets of CSFs. There is no guidance on which list to use. The biggest problem is that all the research was conducted using surveys of large numbers of managers, and there has never been a valid list of CSFs produced from surveys. Using surveys to identify CSFs has several fundamental flaws.  Some, noted in the Introduction to the book, are:

• The assumption that project managers know how to identify their CSFs,
• The failure to recognize that CSFs are contextually relevant to the manager, and therefore, the elimination of anything not generalizable, is contrary to the definition of CSF.
• The failure to understand that Critical Success Factors are, in fact, critical for a specific manager, and that all must be done well.  CSFs are not something you pick from a menu, like a survey result, hoping you chose the right ones.
• The absence of any longitudinal studies. There was no follow-up with any of the managers surveyed to validate the study's results or to determine whether and how they utilized the CSFs identified in the survey.
• There was no attempt to identify measures for the identified CSFs to help managers track their success in meeting the CSFs.  

Does your company actively use and apply critical success factors (CSFs) in its operations? Does your organization rely on surveys to determine which CSFs to prioritize? And do you agree with the mistakes James H. Dobbins identifies in this area?

Has Navigating Change Become More Difficult?

Mitchell Kusy co-authored a book with Mike Valentine and Gilles Benoit entitled The Playbook for Leading Change: Proven Strategies for Success, which was published this December. This book explains how leaders continually receive multiple messages on how to lead successful organizational change. The confusion created by these multiple messages has contributed to a high failure rate in change initiatives, as organizations struggle with watered-down approaches that offer generic solutions instead of tailored, practical guidance. This book functions as a compendium of simple, easy-to-implement change strategies that work.

When I spoke with Mitch earlier this month, I asked him, "Why has navigating change become more difficult? What are the major challenges?" Here is his complete answer:

Ever tried spreading peanut butter on toast? You know how it goes. Every inch gets the same layer, whether it needs it or not. That’s the way some organizations approach change: a one-size-fits-all method that doesn’t consider the unique textures of the situation. But change isn’t toast, and a blanket approach rarely works.  We created this book with three goals in mind: 

• Beat the odds for change success. Too many change efforts fail. We help you succeed. Even in unfamiliar change territory, we help you understand what's needed, why, and how.
•  Cut through the “noise” of change with confidence. Change can be messy. Let’s bring some clarity to the chaos and give you the confidence to tackle it.
• Keep it practical with strong evidence. No heavy theories—just real, research-backed strategies that we distill into everyday practices you can actually use. 

One of the many experiences we have had helping organizations and teams lead change is that leaders sometimes bypass three important dimensions of change: 

• Self as the Instrument for Change. How can each person’s commitment fuel success? 
• Team as the Instrument for Change. What’s the team’s role in making the change happen? 
• Organization as the Instrument for Change. How well is the change aligned with the system that needs to carry it? 

Some researchers have demonstrated a 60% to 70% failure rate; others have 50% to 75%. “Why does change fail so often?” Sometimes, leaders don’t realize how complex change really is. Other times, they may fail to link their big vision to real execution. Maybe they forget to involve the people who need to bring the change to life. In some cases, they include people too late. And often, they miss the chance to connect change efforts with larger business goals. Sometimes leaders focus so heavily on the change itself that they neglect the transition people must go through to make it work. These are just some of the many issues that fueled our book. 

In the Playbook, we share how to address the four major change challenges leaders face:

• Organizational and team transitions/restructures. 
• Strategic alignment.  
• Team development and the capacity for change. 
• Work culture change, especially toxic work cultures. 

What has been your experience with change management and team building? Do you agree with Mitchell's points? What were some of the mistakes you saw with the initiative within your organization? 

Brain Science -- How Can It Help An Organization Succeed?

Just this past week, Christianna Hayes published an innovative new book entitled Wired for Excellence: Harnessing Brain Science for Organizational Success, which brings together the fascinating world of neuroscience with the practical tools of organizational excellence, giving leaders a fresh, science-backed way to build thriving workplaces. Essentially, it’s a real-world guide to understanding how the brain shapes behavior, decisions, and culture, and how leaders can use that insight to drive performance, trust, and long-term success.

When I spoke with Christianna recently, I asked her, "How can brain science actually help an organization succeed?" Here is her complete answer:

When organizations talk about improvement, they often focus on tools and processes. But those systems succeed or fail based on one thing -- the human brain. Every decision, reaction, and relationship runs through that three-pound organ we all bring to work each day. When leaders understand how it functions, they can design environments that bring out people’s best thinking instead of triggering defense mechanisms.

When people experience uncertainty or unclear expectations, the brain’s alarm system -- the amygdala-- interprets that as a threat. Energy shifts from problem-solving to self-protection, and engagement drops. The solution isn’t to push harder; it’s to design clarity, safety, and progress into the work itself. When the brain perceives purpose and predictability, it releases dopamine and oxytocin -- chemicals that reinforce focus, trust, and motivation. In other words, success happens when people’s brains feel safe enough to contribute and rewarded enough to keep going.

In Wired for Excellence, I use a framework called the BRAIN Model -- Belonging, Resilience, Autonomy, Insight, and Nurturing -- to help leaders translate neuroscience into daily practice. These five elements remind us what the brain needs to stay engaged. When organizations meet those needs, performance isn’t forced -- it flows.

As I often tell clients, “The brain is both the barrier and the breakthrough.” Once we learn to work with it rather than against it, excellence becomes less about control and more about design.

What do you think of Christianna's perspective? Is "brain science" a consideration in your organization when process-improvement initiatives are implemented? Do you think it could affect the overall workplace culture? 

Change Management and Continuous Improvement -- Is There a Disconnect Between the Two?

This past month, Kyle B. Stone published an interesting book entitled The Change Agent’s Field Guide: Mastering the Intersections of Change Management and Continuous Improvement, which helps anyone involved in leading continuous improvement within an organization better understand when to apply the change management techniques necessary to achieve successful outcomes. Many continuous improvement efforts fail because those leading changes do not recognize when to pause and evaluate critical intersections needing change management tools. This book provides clear guidance on when to pause, what to do, and how to navigate these intersections successfully.

When I spoke with Kyle this month, I asked him, "Why is there a disconnect between change management and continuous improvement?” Here is his detailed answer:

My premise on why continuous improvement efforts sometimes “stick” and other times do not is that many leaders of these efforts fail to understand the importance of change management and the critical intersections between people and process improvement.  My desire with this book is to offer a guide for leaders of continuous improvement and how to anticipate, manage, and measure change while engaging in continuous improvement. There are seven intersections that I describe that help close the disconnect between change management and continuous improvement.

1. Develop systems thinking skills
2. Triage Change
3. Make a plan
4. Manage the handoffs
5. Communication
6. Counselor
7. Political engagements and interactions

Managing these critical intersections is key to successful outcomes for planned or unplanned change initiatives. My intent is not to address all the various types of externally managed continuous improvement methodologies since most externally managed “accreditations” are based on alignment with standards generally designed to drive continuous improvement within the organization. The goal of this book is to provide a foundation of knowledge in both change management and typical continuous improvement methods so leaders of change can navigate the nuances and triage the challenges typically encountered whenever you are asking people to change the way they perform their work, which is a common outcome of most continuous improvement efforts. 

Following the foundation-building chapters, examples of how to identify and manage the intersections between those affected by change and the continuous improvement efforts are provided, assisting the leaders with anticipating and addressing critical junctures. Ignoring these intersections and plowing forward is a common failure during many continuous improvement efforts, often resulting in a lack of engagement, resistance, and sometimes sabotage. 

What do you think of Kyle's perspective on the relationship between continuous improvement initiatives and change management? For those who have led Lean and continuous improvement efforts in your organization, how was change management addressed? Did it improve buy-in and understanding among colleagues? 

"Elemental" Leaders -- Can They Benefit Your Organization?

Last week, Tyler Comeau released his new book, The Elemental Leader: Unlocking Your Potential Through Values, Perseverance, Adaptability, and Innovation. This comprehensive leadership development guide reimagines the classical elements -- Earth, Air, Water, and Fire -- as metaphors for foundational leadership principles. Designed to help leaders unlock their full potential, the book grounds leadership practices in these elemental concepts:

• Earth represents core values and a grounded mindset.

• Air symbolizes perseverance and the ability to overcome adversity.

• Water reflects adaptability and skillful navigation of change.

• Fire embodies innovation, motivation, decision-making, and risk-taking.

Through a blend of personal anecdotes, case studies, research, and actionable strategies, Comeau offers a holistic framework for leadership growth that is both practical and inspiring.

When I spoke with Tyler this week, I asked him, “What are elemental leaders, and how do they benefit organizations?” He began by sharing this passage from his book and then distilled his thoughts:

“As you ignite this journey, remember that the most effective leaders are not those who rigidly adhere to a set of rules but those who are adaptable, resilient, and open to new ideas. They are the ones who dare to take risks, learn from their mistakes, and constantly evolve their practice. They are the elemental leaders, the ones who understand that leadership is not just about imparting knowledge but about igniting a spark within each colleague that will burn brightly for a lifetime.”

At its core, elemental leadership is about cultivating versatile, grounded, and deeply human leaders. These individuals:

• Create organizations where values are not just words on a wall but active guides for decision-making (Earth). 

• Foster cultures that treat setbacks as opportunities for growth (Air).

• Lead teams through transitions with openness and flexibility (Water).

• Embrace bold opportunities and calculated risks (Fire).

Organizations benefit from elemental leaders because they model wholeness rather than rigidity. Rather than relying on a single leadership style, they bring a dynamic toolkit that adapts to diverse challenges. This versatility fosters trust, strengthens workplace culture, and sustains long-term momentum.

In a world defined by complexity and constant change, elemental leaders don’t just endure -- they empower their organizations to thrive.

What are your thoughts on Tyler’s approach? Does your organization cultivate leadership that enhances engagement and builds a resilient, values-driven culture?

Kurt Lewin's Change Model -- Does It Benefit Businesses?

In July of this year, Gilmore Crosby published a new book titled Leadership and the Frontline Workforce: Lessons from the Targets of Change. The book explores methods of organizational change through the real-life experiences of frontline workers. While leadership and management theory have traditionally been written from the top down, Crosby highlights a notable exception: Kurt Lewin, whose action-research demonstrated that those on the frontlines are often best positioned to initiate and sustain meaningful change.

Through a series of interviews, the book captures the voices of workers who lived through Lewin-style transformations -- before, during, and after the change process. Their stories reveal the full spectrum of experience: the good, the bad, and the often-overlooked challenges of being the targets of change within complex systems.

When I spoke with Gilmore in August, I asked him, “What is Kurt Lewin-style change and how does it benefit a business?" Here is his complete answer:

As noted in the book, Kurt Lewin’s change model is in many ways simple and often misunderstood. It begins with the simple premise that everyone wants to influence the systems they are in, at work and outside of work.

Lewin conducted simple research to test his theories. With group after group, he demonstrated that when people were told what to do without any chance to influence, they were less likely to do it, or if they did it, less likely to do it well.”

The book goes on to give examples of Lewin’s work, including when the government wanted farmers to irrigate differently during the Dust Bowl years.

The farmers who were simply lectured at did almost none of what was suggested. The farmers who engaged in group dialogue, who were genuinely allowed to influence, and who thought about their own solutions, implemented a high percentage of what they came up with. The same results occurred in all of Lewin’s studies, including with workers in an industrial setting.

The results of his studies were and continue to be groundbreaking. When people come up with their own solutions, they are far more likely to be committed to them.

The consistent result is higher morale and productivity. The book illustrates how, through interviews with executives and with hourly workers who went through change efforts led by me, my father, and my colleagues. The interviews bring to life conditions before, during, and after such a change. The methods can be applied to any organization and to society. 

In a nutshell, most leaders and consultants try to do most of the thinking. They fail to tap the knowledge and pride of the people who are actually doing the hands-on work. Furthermore, because they over-function in terms of thinking, leadership is further handicapped by the dilemma of handing off, imposing, or selling their solutions to the organization. The entire approach is a huge mistake, resulting in crappy implementation of potentially effective solutions, tension, blame, and low morale. This book teaches a better way.

What are your thoughts on Gilmore’s perspective? Are the leaders and managers in your organization familiar with Kurt Lewin’s change management methods? Do frontline employees have meaningful channels to share their insights and suggestions for process improvement?

Can Lean, Blockchain, and Systems Thinking Be Combined?

Back in June,  Machiel Tesser co-authored and published a book entitled Lean Blockchain Systems Thinking: Reinventing Value Streams with John Dennis. This book shows that blockchain, together with Lean and Systems Thinking, can provide multiple advantages for societies and the environment and can be used effectively to meet sustainable development goals (SDGs).

When I spoke with Machiel in July, I asked him: “What are the benefits of combining Lean, Blockchain, and Systems Thinking?" Here is his complete answer:

Blockchain and Lean: Building the Lean Internet

Blockchain and Lean are a match made for the modern era, creating a Lean Internet. Where Lean empowers us to eliminate waste and streamline value, blockchain goes a step further: it prevents waste before it even arises.

Lean lays out the philosophy and methodology, while blockchain delivers the digital toolkit: digital identities, verifiable credentials, automated rules, workflows, and consensus on standards. This makes processes instantly verifiable, compliant with regulations, and building blocks for an intention economy.

What was once theoretical is now tangible: in the U.S., the GENIUS Act is shaping a robust framework for stablecoin issuance and programmable finance. In the EU, MiCA and eIDAS 2 have come into full force (since December 2024), providing regulatory guardrails for digital assets and trusted digital identities.

Now, blockchain and crypto aren’t speculation or hype; they’re legally programmable and digitally enforceable.

Lean workflows in Real-Time

Workflows become pull-based and real-time, backed by quality proofs from the source, just like Lean Kanban: only what’s needed, when it’s needed. Smart contracts automate verification and trigger actions instantly, eliminating manual or paper processes, reducing errors, carbon emissions, and admin overhead.

Continuous, Network-Wide Improvement

Direct feedback loops and transparency cultivate a shared understanding of the network’s intent. It brings stakeholders onto the same page who are willing to improve the system rather than just their own parts. 

Identifying and solving problems together aligns perfectly with the continuous improvement ethos of Lean. By making performance and objectives visible, stakeholders can respond quickly and collaboratively, making progress proactive rather than reactive.

By targeting root causes, not just symptoms, and listening to every voice across the network, this approach shifts us from reactive fixes to proactive systems design. It’s an inclusive, holistic transformation: the true promise of a Lean, a programmable internet, reinventing value streams.

Do you agree with Machiel's perspective? Has blockchain been integrated into your Lean initiative? If so, what have been the results?

Servant Leadership -- How Does It Help Achieve Organizational Excellence?

At the end of May, Robert. B Camp published a book entitled The Servant Leader: How to Create a Productive Organization By Serving Those Being Led -- a compelling exploration of servant leadership in practice. The book delves into how truly effective leaders prioritize humility, foster growth in others, and remove obstacles to enable success. A servant leader, Camp asserts, sets the vision and paves the way for others to follow.

When I spoke with Robert this month, I asked him: "What is 'servant leadership,' and how does it benefit an organization?" Here is his complete response: 

Lean is about leadership.  

When employed effectively, Lean works from the top of the organization down.  While conventional "command and control" leadership can get a Lean transformation off the ground, it can’t sustain one.  Sustainable Lean is achieved when leaders set direction and goals, then use their authority to remove obstacles from the paths of the people they hold accountable for achieving those things.  This demands a mindset shift: leaders must see themselves not above, but in service to, their teams.

In this upside-down way of looking at leadership, one realizes that leadership isn’t about power and control.  It’s about clearing the path for one’s subordinates so that they can do their jobs more effectively and excel.

Early in my book, the reader meets Thomas Harding, a director endeavoring to be a servant leader.  We learn that, as a leader, “Thomas feels his highest calling [is] to grow those below him; to prepare them to be the best they possibly [can be].  As a result, he [is] far more worried about his people’s careers than his own.”  

The reader also learns that Thomas adheres to a strict hierarchy of principles:

• His priorities are: 
• Morality (following a moral code)
• Organization (achieving the best outcome for his company)
• Subordinates (clearing their paths so his people can shine)
• Self (Striving to be his best in service of others)
• He always completes assignments, but often well beyond expectations.
• He seeks to make his people’s lives easier by eliminating bureaucratic obstacles.
• He listens to his people, but also communicates what’s going on.
• He strives to develop subordinate leaders who mirror his own behaviors. 

Robert’s perspective invites reflection -- What do you think of his view of servant leadership? Is servant leadership part of your organization's culture? Is it part of your Lean initiative? 

Professional Development and Training -- What is Changing?

Just this past week, Matteo Zaralli published a new book entitled The Evolution of Professional Training: How Artificial Intelligence Technologies Can Accelerate the Learning, which is a prime resource for navigating the evolution of education and professional training in the age of artificial intelligence (AI) and virtual reality. It thoroughly explores how AI can enhance human capabilities, facilitate more efficient and personalized learning or training, and promote unprecedented professional development. This book is not just an analysis of the impact of emerging technologies on learning and professional development -- it is an invitation to reflect on the future of work, the nature of intelligence, and the evolution of human society in the digital age.

When I spoke with Matteo recently, I asked him, “What is now having the biggest impact on professional development and training?" Here is his complete answer:

The biggest force currently reshaping professional development and training is the match of artificial intelligence (AI) and virtual reality (VR). These technologies are redefining not only how we learn, but also how we interact with knowledge, work, and each other.

As outlined in my book, we are experiencing a new digital revolution. AI plays a central role in transforming training into a personalized and adaptive experience. By leveraging data, AI systems can identify learning needs and adjust content in real time, offering highly efficient, user-specific development paths.

Meanwhile, virtual reality introduces a new dimension to learning: experience. In VR, users can simulate real-world scenarios, such as public speaking, decision-making, or technical tasks, in safe and immersive environments. This not only accelerates skill acquisition but also increases confidence and retention.

Together, AI and VR support the rise of the augmented worker: professionals empowered, not replaced, by technology. They allow faster learning, deeper engagement, and more relevant training across sectors.

However, this transformation goes beyond tools. It requires reflection on the nature of intelligence and the future of work. As discussed in the book’s philosophical section, we must consider how AI reshapes our perception of truth and identity, and how digital environments challenge our ethical frameworks.

In this context, the impact of AI and VR is both technical and cultural. They demand a shift from static, one-size-fits-all education models to dynamic, human-machine collaboration. Professional training is becoming more immersive, flexible, and continuous, an ongoing process rather than a fixed phase.

Those who embrace this shift will stay competitive and be prepared to navigate the complexities of a fast-changing world.

What do you think of Matteo's perspective? Have new technologies affected or transformed professional training in your organization? If so, what are the results so far?

Healthcare Executives and the Mistakes They Make Regarding Decision-Making and Leadership

In April, Linda Henman and Deborah Perkins published a book entitled Healthy Decisions: Critical Thinking Skills for Healthcare Executives, which challenges the status quo, arguing that the success of healthcare organizations hinges not on abstract concepts like "culture" but on the concrete decisions executives make. Drawing from real-world experience with large systems like Mercy and Banner Health, specialty hospitals like Ranken Jordan Pediatric Bridge Hospital, insurance companies like Blue Cross Blue Shield, and nonprofit elder care systems, the authors provide a practical guide to help healthcare executives make the tough decisions they can’t afford to get wrong.

When I spoke with Linda this month, I asked her: "What are the biggest mistakes healthcare executives make regarding decision-making and leadership?" Here is her complete answer:

The single most catastrophic—and astonishingly common—mistake healthcare executives make is undervaluing their workforce. Not on paper, of course. On paper, they wax poetic about people being their greatest asset. In practice, they slash staffing, ignore burnout, and treat frontline engagement as optional.

Let’s look at the wreckage.

Hahnemann University Hospital collapsed under its own weight in 2019. Leaders gutted staffing and fiddled with spreadsheets while credibility—and then patients—walked out the door. This resulted in a full shutdown in a city that needed that hospital.

Ascension Health, one of the largest systems in the country, thought it could cut its way to profitability. That meant layoffs and razor-thin staffing, even in clinical settings. They didn’t get the results they intended. Instead, the decision caused lawsuits, strikes, and a shattered reputation.

Providence faced strikes and the massive exit of nurses because executives didn’t listen. Executives suspected burnout, but they ignored the warnings for too long. Travel nurse overreliance, plummeting morale, and public embarrassment resulted.

Even public systems like NYC Health + Hospitals remain hamstrung by hiring delays and morale freefall. If you can’t staff behavioral health in New York City, you don’t have a workforce problem; you have a leadership problem.

And then there’s MetroHealth, where the headlines address lawsuits, not life-saving care. When the executive team implodes, culture does too.

Some of these organizations have changed leadership and slowly started the recovery process, but others never will. In turbulent times, no one will recover from hiring mistakes, inaccurate strategic focus, or underdeveloped succession planning.

Executives don’t create culture at a board retreat. Culture forms when executives use advanced critical thinking skills to solve problems they’ve never faced before. They must first start by seeing their workforce not as overhead but as a leverage point. Underinvest there, and you’re not saving money—you’re setting a match to your margins.

Start with the best people delivering the best care. Ignore that, and you’ll join the list above—not as a cautionary tale, but as a case study in how to lose an empire by winning a spreadsheet.

What do you think of Linda's perspective? Do you agree with her regarding the mistakes made by these health providers? Have you worked in organizations that have made these mistakes?