Today’s Guest, George Pesansky
George Pesansky is a master of continuous improvement, the founder of Capacity2Care, and the author of Superperformance. With decades of experience implementing Six Sigma and Lean methodologies in large organizations, George brings practical, results-driven insights on how small business owners and system builders can replicate best practices for sustainable growth.
Interview Takeaways:
1. Define ‘Super performance’ as Independence
Super performance is achieved when you can walk away from your system, and it continues to succeed without you. This independence frees up leaders to focus on vision and strategy, rather than daily execution.
2. Align the Why, What, and How
True super performance happens at the intersection of Vision (Why you do it), Strategy (What your goals are), and Action/Execution (How you deliver). When all three are aligned, the team can successfully execute for the right reasons on the right targets.
3. Focus on the Root Cause of Success
Instead of only fixing failures, identify your “Golden Hour”: the moments of peak performance and standardize the root causes that led to that success. Human nature often focuses too much energy on problems; shift your focus to what’s working and replicate it.
4. Leadership Requires Process Clarity
Ambiguity kills performance. Leaders must define problems with clear metrics and focus on the inputs and leading indicators (the process behaviors) that drive desired outcomes, rather than just the final score.
5. Systems Patch the Leaks
Systems and standards are critical for sustaining change, which George calls the “Improvement Factory.” They prevent your business from leaking value and ensure that your improvement efforts compound over time.
6. The Wrong Hire is the Troubleshooter
Avoid putting the “fix-it” person in charge of systems improvement. These troubleshooters are constantly jumpstarting the car; the right person is the impatient one who wants to eradicate the source of problems forever.
7. The Future Demands Utility
While AI will commoditize knowledge (often held by middle management), the ability to execute, apply systems thinking, and continuously improve processes (utility) will become the most valuable skill.
8. Document the Good, Then Sustain It
For small businesses, start by simply documenting your current best way of working. The difference between a process and a system is the ability to repeat it consistently multiple times for guaranteed outcomes.
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About The Show
Business Processes Simplified
We interview industry experts and have them share their best small business systems and processes. This is the quickest, easiest and most efficient way to build a systems centered business.
