Sniffing Out Mediocrity In Leadership Using Plan-Do-Check-Act (PDCA)

In the fast-paced world of business, mediocrity is a silent killer. It creeps into processes, products, and services, leading to customer dissatisfaction, decreased profitability, and stunted growth. To combat this, businesses need a systematic approach to continuously improve and identify areas where they fall short. One of the most effective methods to do this is the Plan-Do-Check-Act (PDCA) cycle, a disciplined framework that can help sniff out mediocrity and elevate your business and its relationships to new standards.

Having spent the last six-plus years immersed in the intricacies of behavioral and cultural impacts of deploying PDCA in growth-focused companies of all sizes, I’ve witnessed firsthand how this framework can transform an organization. In my work with clients, I’ve helped streamline their task and change management processes by refining automation techniques that align with PDCA principles. Our team is dedicated to continuously improving these systems in the field, ensuring that our users can not only manage tasks more efficiently but also foster a culture of continuous improvement. This article draws on that experience, offering insights into how PDCA can help identify and eliminate mediocrity in your business.

Invitation: To learn more about how we’ve digitized the PDCA cycle for businesses of all sizes, watch our most recent case study webinar. We’ll show you how our business management platform has enhanced the feedback loop by creating a one-of-a-kind, game-changing e-mail messaging system that keeps staff, team leaders, and senior management better connected and focused all throught the plan-do-check-act change cycle.

Applying the PDCA Cycle in Daily Business Operations

The PDCA cycle, also known as the Deming Cycle, is a four-step iterative process for continual improvement. It’s designed to help businesses refine their operations, eliminate inefficiencies, and improve quality by systematically testing and evaluating changes before full-scale implementation.

In addition to continuous improvement and 'change-the-company' activities, we have simplified the PDCA cycle for business operations and standard work, also known as 'run-the-company' activities.

In its simplest form, here's a quick breakdown of each step:

• Approve: This is the pre-step to PDCA where company leaders approve, assign, or acknowledge work to be done.
• Plan: Identify the "three Ts" of work: tasks, team, and timeframe.
• Do: Implement, execute, and complete the work.
• Check: Review the results of the work completed. Identify any unexpected discrepancies and send back for rework (if necessary).
• Act: Thank your staff (aka celebrate success), capture any lessons learned along the way, disseminate findings, and communicate results (if appropriate).

By consistently applying this cycle, businesses can ensure that they are not just reacting to problems but proactively improving their processes and outcomes.

Pinpointing Mediocrity with PDCA

Mediocrity often stems from complacency or a lack of discipline in adhering to well-structured processes. The PDCA cycle helps to pinpoint these weak spots by forcing a business to continuously question and validate its methods and results.

1. Mediocrity in Planning

The planning phase is where the foundation is laid for success. Mediocrity here is usually the result of vague objectives, poorly defined task roadmaps, or inadequate, misaligned resources. If your business frequently revisits the same problems, it’s a sign that the planning phase needs more attention. To counter this, ensure that every plan is detailed, with clear objectives, defined responsibilities, and measurable outcomes. The PDCA cycle forces you to revisit your plans regularly, allowing you to refine them and address any gaps that could lead to subpar performance.

Watch Out for Leaders Who Say/Do This:

• "I just like to get stuff done." This mindset often leads to skipping the planning stage entirely, resulting in poorly thought-out initiatives that lack clear direction.
• "We don’t have time to plan; let’s just dive in." This approach is a red flag, especially for change-the-company improvement projects that will likely flounder without a solid foundation.
• "I don’t want to bog everyone down with too much administration." might seem like a tempting gesture of goodwill from managers aiming to win short-term favor with their staff, but it can jeopardize the company's long-term success. Leaders who avoid asking their teams to focus on proper housekeeping often skip essential planning steps in the name of 'agility.' This can lead to a lack of a digital paper trail of business activities, ultimately risking failure when it's time to scale or adapt the operating model.

2. Mediocrity in Execution (Do)

The execution phase is where plans are transformed into action. However, mediocrity often creeps in when this phase is improperly managed. A key indicator of this is the involvement of senior and middle management in the day-to-day activities that should be left to the team. When leadership fails to delegate effectively and instead becomes entangled in execution, it signals a lack of trust in the planning process, which can lead to inefficiency and lost opportunities.

In a well-functioning PDCA cycle, senior management should step back during the execution phase, trusting that their planning and preparation have equipped the team to succeed. This hands-off approach is not about neglect; it’s about empowerment. Team leaders should focus on coaching rather than micromanaging, providing guidance only when necessary. By doing so, they allow their teams to develop problem-solving skills, take ownership of their work, and deliver consistent results.

If senior management finds themselves frequently involved in execution, it suggests that the planning phase was insufficient or that there is a lack of confidence in the team’s abilities. This not only hinders the team’s growth but also diverts leadership from more strategic tasks that could drive the company’s future success. Leaders should resist the urge to meddle and instead trust their teams to execute the plan. This trust fosters a culture of accountability and encourages continuous improvement, ensuring that the organization moves forward without being bogged down by mediocrity.

Watch Out for Leaders Who Say/Do This:

• "I need to make sure everything is on track." This often leads to unnecessary involvement in day-to-day tasks, undermining the team's autonomy.
• "We’ll handle this ourselves." When leaders take on tasks that should be delegated, it not only hampers team development but also distracts from higher-level strategic work.
• "I just want to be sure." While oversight is important, excessive involvement can stifle innovation and lead to a lack of ownership among staff.

3. Mediocrity in Monitoring (Check)

In business operations, the “Check” phase of the PDCA cycle is crucial for upholding high standards and preventing mediocrity. When this phase is overlooked or treated as a mere formality, it leads to missed opportunities for customer satisfaction improvement and allows inefficiencies to persist. A rigorous approach to monitoring ensures that every action aligns with the initial objectives while promoting a culture of quality and respect for people’s efforts.

A prime example of this disciplined approach is seen in the late Sergio Marchionne, former CEO of Fiat Chrysler. Marchionne blocked 30-minute slots on his calendar every few hours to review ongoing issues, underscoring the importance of staying engaged and responsive. This practice sent a clear message to his team: their work was valued, and maintaining quality was a top priority.

Neglecting the “Check” phase creates a false sense of security, allowing mediocrity to take root. Committing to detailed monitoring not only drives continuous improvement but also ensures that the organization consistently meets its standards of excellence.

Watch Out for Leaders Who Say/Do This:

• "If it’s not broken, don’t fix it." This mindset can prevent critical evaluation, missing opportunities for improvement.
• "We don’t need to waste time on reviews, or we'll check it later." Skipping reviews shows a lack of commitment to quality and respect for the work being done, allowing problems to fester.

4. Mediocrity in Taking Growth Action (Act)

The final phase of the PDCA cycle is where the learnings from the “Check” phase are used to standardize successful practices, revise the plan to address shortcomings and engage other departments to take your findings to the next level.

From our years of experience, it is this phase that is neglected the most in daily business management, creating a culture that accepts taking the path of least resistance in moving forward while leaving true growth opportunities on the wayside.

Mediocrity at this stage can manifest as a reluctance to change or an overconfidence in existing processes. Businesses that fail to act on the insights gained from the PDCA cycle risk stagnation. By rigorously applying the “Act” phase, businesses ensure that they are constantly evolving and improving, rather than resting on their laurels.

Watch Out for Leaders Who Say/Do This:

• "We’ll get to it later." Leaders who don’t allocate time to connect with middle management to review lessons learned or fail to hold regular knowledge exchange forums risk creating siloed organizations and miss out on cultivating a culture of innovation and continuous improvement.
• "Success speaks for itself." Leaders who don’t take the time to celebrate staff achievements publicly and don't offer financial rewards to recognize positive contributions risk losing their best talent, as unrecognized efforts lead to disengagement and attrition.

Conclusion

Mediocrity in business is often a result of failing to follow a disciplined approach to growing, and that growth can be easily structured using the Plan-Do-Check-Act change cycle. The PDCA cycle provides a structured framework that helps businesses identify and eliminate the above-listed weaknesses.

By regularly applying PDCA, you can ensure that every aspect of your business is subject to continuous improvement, helping you to sniff out mediocrity before it takes root. In doing so, your business not only avoids the pitfalls of complacency but also positions itself for sustained growth and excellence.

This disciplined approach is more than just a quality improvement tool; it’s a mindset that can transform your business into a high-performance organization, where mediocrity has no place.

Invitation: Don’t miss our latest case study webinar on how our team has digitized the PDCA cycle and enhanced the feedback loop with a game-changing email messaging system. It’s a must-see for anyone serious about driving continuous improvement and maintaining strong connections within their organization.

Bonus

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