Warren Buffett is known as the “Oracle of Omaha.” His insight, steadfastness, and humility in building Berkshire Hathaway into an investment behemoth have made him one of the world’s wealthiest and most respected businessmen.

He has another important quality that makes him so successful – his understanding of human nature that goes to the heart of systematic continuous improvement (SCI). In his farewell letter to investors that he wrote recently, he concludes with this aspirational reflection:

“It is never too late to improve ...
You will never be perfect, but you can always be better."

Few people would argue with that truism, but even fewer have turned it into a routine habit or process for making improvement an essential way of life – a constant call to be better than before no matter how good or great things may be.

The luxury automaker, Lexus, understood that truth when they adopted the slogan … “The Relentless Pursuit of Perfection.” They didn’t claim to be the hallmark of perfection or the picture of perfection or anything else that suggested they were anywhere near perfect – or that they could ever achieve it. They simply understood that constantly pursuing perfection would make them “always better than before.”

Every company WANTS to get better, but those that weave “relentless” routine improvement processes into the fabric ongoing day-to-day operations are a rare breed indeed. I don’t know if Buffet or Berkshire operated that way, but I’d be willing to bet a bunch of bucks they did – and still do.

I can’t promise you will achieve the same success if you adopt routine processes for engaging employees in systematic continuous improvement. But I can guarantee this much – the likelihood that you will “always be better than before” is slim to none if you don’t.

Want to learn how to get your team engaged in the “relentless pursuit of perfection?”

Click on the link below and let’s talk about how you can get your business driving down that road.

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BONUS: When you sign-up for a call, you’ll get a step-by-step description of the Continuous Improvement Team Huddle.

Getting better at getting better.