Our companies are composed of people, processes, and resources we can focus or defocus on that goal—perfect value and timing.

Everything we do that limits precision of focus is waste. Some waste is necessary, most not.

Simple.

Rare.

We design companies to have an optimal structure, theoretically meshed cogs—very different than designing total focus on delivering value. And, most of us have an interest in and enjoyment of defined processes as solutions—failure demands a new process.

To avoid the first, we need leaders and managers with a better than incidental understanding of problems of execution, organisation, and discipline; those believing their lot is to lead and focus the organisation on value, not raise their previous function to the fore of priorities or to build an enduring structure.

To correct the second, we need to understand that processes are merely tools—even our newest gadget Agile. When we use processes without continuous examination of applicability, see them as ends, or become inflexible in perspective, we waste even as we fly the colours of the customer—falsely.

We choose where to focus, usually with good intention and poor result. But, where there’s good intention there’s hope. If you have the courage to ruthlessly examine your rationale.

Because I deprive people of information necessary for improvement, both extremes lead to poorer performance. And more blame. And before I know it, Jack’s left town and all I’m leading is soft and steaming.

But, there are root causes and immediate causes. I am the root cause of failure in my teams, I am to blame. The results of that failure are the immediate causes. As I must understand and fix the root, I must show and help others understand the immediate.

When I tell people they are failing, I am saying I have failed them – and now they are failing because of it and will have to fix that. I believe that is hardest thing I will face; acknowledging that I am both causing and incapable of stopping someone else’s suffering. At least, I sure as hell hope it is.

Leaders who make themselves without a support system have none they can use for new leaders they support. Nor are they familiar with balancing support and freedom to fail.

We should remember our first shaky steps and use them as a guide when supporting new leaders, whether we began with or without support. This is especially important when promoting those not already leading. If they could survive without support, they probably would have begun trying already.

The foundation of leadership is integrity, character, will, and the discipline to improve the foundation every day. Showing this to new or aspiring leaders is a good start. But, it is the least we can do since, failing that, we are not leaders – or teachers.

We enhance teaching by example with coaching. Because leadership is talent for operating without support, the best coaching method, ostensibly, is to avoid coaching. For some this will work, for most it will not.

A book focused on principle helps provide a beginning, such as Corps Business. One, like The Toyota Way, that covers advanced or technical practices will not. The choice of title is dependent on the character of the coach and coached; it must provide a moral framework for mutual understanding.

When supporting a new leader, the details seem overwhelming and tangled. Focus on the foundation.