What is the Right Way? I've learned that insisting on "my way" can subtly undermine trust, limit innovation, and ultimately suppress performance. Worse yet, organizations that operate this way may be stalling their own growth!
See also related blogs in this 40000 foot view- Perspectives series.
When “My Way” Gets in the Way
Have you ever been certain that your way of doing something was the right way?
That if others would just adopt your method, everything would be easier, smoother, and less stressful?
Or perhaps you’ve found yourself assigned to a project where you’re forced to follow processes and systems that feel entirely foreign to you, leaving you frustrated or constrained?
Well, I have…on both accounts. And let me tell you, that feeling was humbling.
While I can’t definitively prove that the bravado of youth and the desire to prove oneself early in one’s career contribute to the “my way is the right way” mindset, it certainly did in my case.
It simply baffled me why others couldn’t (or wouldn’t) try to do things the way I did.
This swagger of mine was repeatedly challenged in those early years. Just when I thought I had all the answers, a question or suggestion would come out of what seemed like left field, leaving me tongue-tied and scrambling for defensive answers to support my viewpoint. I hated that feeling—like being sucker-punched, caught off guard and unable to dodge the right hook, so to speak. Yet, I have also seen this same mindset present itself in the more seasoned career person.
The Blind Spot in So Many Organizations
What are the pros and cons of a rigid set of systems, SOP’s, training, onboarding, employee development (and the like) that places great emphasis on the how things are done rather than who is doing them?
This how vs. who dynamic, I believe, represents a significant blind spot in many organizations across various industries.
Over-emphasizing how things are done while ignoring who is doing them.
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Aligning Systems With Strengths
As I mentioned in a previous blog series, tools like the DISC model of human behavior and the Six Types of Working Genius assessments are invaluable for understanding not only your own communication styles but also those of others. Over the course of my career, I’ve often found myself in roles that didn’t align with my primary strengths or skill sets. While I was able to accomplish the tasks assigned to me, I frequently felt stretched and, at times, frustrated.
The training I received often felt insufficient, leaving me with unanswered questions and hindering my ability to learn at a faster pace.
As a result, I subconsciously tapped into my primary strengths—in the Working Genius vernacular, Wonder and Discernment—finding myself constantly thinking that if only this or that were in place, my learning curve would have been much faster, easier, and less frustrating.
This mismatch happens in organizations every day.
By contrast, when development is personalized, people perform better, stay longer, and contribute more. It’s not just better for culture—it drives measurable business results.
What if we stopped assuming every employee should fit the system—and started designing systems that fit the people?
Training Isn’t One-Size-Fits-All
At one point, I worked in a role that required balancing people skills with a strong attention to detail—an area that, according to the DISC model, is not my natural strength. My lowest scoring quadrant, C, reflects my lower inclination for meticulous attention to detail. Initially, the challenge of fine-tuning the details while engaging with people felt like a juggling act. However, as I spent more time in the position, I began strengthening my attention to detail. The role pushed me to expand my skillset in ways I hadn’t anticipated.
Over time, I co-wrote an SOP manual for that position, something that streamlined processes and made it easier for others to perform tasks with greater accuracy and consistency.
I moved into the role of training new employees, learning ways to modify my training approach to match the unique learning styles of each individual.
This experience made me realize that effective training is not just about conveying information—it's about adapting to the learner.
However, I quickly discovered that many organizations make the mistake of putting the wrong person in the role of trainer. It's not enough for a trainer to be knowledgeable about the job; they must also be equipped with the skills to teach effectively. The trainer, just like the trainee, needs to be trained—on how to facilitate learning, recognize different learning styles, and create an environment where all employees can thrive. Without this foundational training, even the most knowledgeable person can struggle to communicate their expertise in a way that resonates with others.
This experience taught me a powerful lesson about the importance of developing skills outside of my natural strengths and broadening my perspective that my way is not the way.
It also highlighted a key issue I see in many organizations: a tendency to overlook how employees can grow in areas that aren’t immediately their strengths.
Too often, training programs focus on a one-size-fits-all approach, instead of recognizing and nurturing the unique strengths and growth potential of each individual.
When organizations invest in tailoring development to their employees’ unique abilities, it not only empowers them to succeed but also fosters a deeper sense of ownership and purpose in their roles.
As leaders, how often have we dismissed or overlooked an employee's potential simply because they were not given the opportunity to learn and thrive due to ineffective training and development systems?
Effective training removes friction from learning so people can thrive.
Let’s shift from compliance to empowerment.
A New Way to Think About Development
Ask yourself:
- Are your systems designed for efficiency or for people?
- Are your trainers equipped to teach all types of learners?
- Are you overlooking someone's potential because your process is inflexible?
When you shift from a one-size-fits-all approach, you can build a culture where performance rises—and people stick around.
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As a leader, it's time to accelerate your team's performance.
Step back and assess your processes and systems through the lens of the diverse employees in your organization—those you're seeking to hire, your new hires currently being onboarded, those in training, those who aren’t meeting benchmarks, and those rising through the ranks.
Here are some questions to guide your reflection:
- What support does each of these individuals need at each stage of their career path?
- Do your systems cater to different learning styles? For example, do you have systems that support participatory learners who thrive with hands-on approaches? What about those who need written information to understand their job functions? Perhaps you have employees who excel with tech-driven, online learning.
- Have you sought feedback from a comprehensive sampling of employees (rather than just a select few) about how well your systems are working for them?
- Are all trainers and leaders equipped with the tools to assess and adapt to each employee’s unique learning style?
These shifts don’t just improve morale—they increase retention, accelerate ramp-up time, and directly impact revenue.
To be effective leaders, we should recognize that it is our responsibility to develop processes that function efficiently while simultaneously ensuring that these systems are adaptable to those who will use them.
Imagine creating a space where your employees not only succeed but feel seen, valued, and empowered to reach their full potential...
Ready to Rethink Development?
If you’re a leader frustrated by slow onboarding, disengaged teams, or unmet benchmarks—it might not be your people.
It might be the process.
Let’s fix that.
📞 Book a Leadership Strategy Session with me
We’ll uncover what’s holding your team back and explore how small shifts in perspective and process can unlock big results.
Featured Action Questions for Leaders:
- Where are your systems unintentionally stalling your people?
- Do you evaluate the fit between each employee and the process?
- Are your training programs designed to engage, not just inform?