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I hope you had a positive July 4th weekend and are enjoying a slower paced summer schedule. For some light summer reading let's talk Lean Six Sigma and positivity.
As Lean Six Sigma professionals we spend much of our time solving problems, improving processes, and working across departments. Whether you're a Certified Yellow Belt supporting improvement initiatives, a Green Belt leading projects, or a Black Belt coaching teams and mentoring others, our success depends as much on people as it does on data.
One of the most valuable leadership habits you can develop is assuming good intent.
Assuming good intent means beginning with the belief that others are trying to do the right thing, even when their actions, communication, or decisions create frustration. It doesn't mean ignoring mistakes or avoiding accountability. Rather, it means choosing curiosity before judgment and seeking to understand before assigning blame.
This simple mindset can dramatically improve your effectiveness as a leader, supervisor, and facilitator.
Benefits (Why)
Leaders/facilitators who consistently assume good intent often experience:
- More productive meetings and project discussions.
- Better collaboration across departments and functions.
- Faster resolution of problems because conversations focus on facts rather than blame.
- Higher-performing teams that embrace continuous improvement.
For Lean Six Sigma practitioners like us, these benefits translate directly into better project outcomes, stronger stakeholder support, and more sustainable improvements.
Simple Strategies to Practice Assuming Good Intent (How)
1. Replace Assumptions with Questions
Before reacting, become curious. Instead of concluding that someone missed a deadline because they didn't care, ask: "Can you help me understand what challenges came up?"
Curiosity uncovers information that assumptions often miss.
2. Separate the Person from the Process
Lean teaches us to improve systems rather than blame individuals.
When something goes wrong, ask:
- What process failed?
- What information was missing?
- What obstacle prevented success?
- What systemic improvement can prevent recurrence?
This mindset reduces defensiveness and encourages continuous improvement rather than finger-pointing.
3. Pause Before Responding
Our first interpretation is not always the correct one. Before responding pause for a moment and ask yourself: "What are three possible explanations besides negative intent?"
This brief mental exercise helps interrupt bias and opens the door to more constructive conversations.
Final thoughts
I believe that for Lean Six Sigma professionals to be successful this mindset is critical. We build stronger relationships, are better facilitators, and ultimately achieve better results.
The next time an issues arises, pause, then start with curiosity and assume good intent.
You may discover that the greatest process improvement begins not with a new tool, but with a new way of thinking.
Thanks for reading and see you in the Gemba, Erik
Quote
“Whatever anybody says or does, assume positive intent. You will be amazed at how your whole approach to a person or problem becomes very different.”
Indra Nooyi (PepsiCo CEO)
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