“People”, respect, collaboration, and working together – these are always emphasized in any operational or improvement activity.

Last week, I had a chance to talk with a colleague who works as an improvement specialist. He shared that the biggest challenge in his job is not the methods or tools, but the lack of cooperation from different teams. The main reason team members often give in improvement activities is “lack of time.” They see improvement as extra work, while they are already overwhelmed with their daily tasks.

In my opinion, there are some “hidden” reasons behind the excuse called “lack of time.”

• What’s in it for me? (WIIFM – What In It For Me). This is an implicit, questioning reaction. It may sound a bit selfish, but it is the silent question that arises in people’s minds whenever you ask them to do something. Think about it – if someone asks you to do something that requires time and effort, this question naturally pops up in your head, right? Sometimes it is spoken out loud, but more often it is disguised as “I don’t have time.”

Improvement efforts should be tied to employees’ benefits. They should gain something from it – whether it’s learning something new, making their work less demanding, reducing interruptions, minimizing issues, or simply experiencing less frustration from poor results.

• (When it comes to improvement or applying certain tools) “That’s your job, not mine. Why should I care about it like you do? I’m already doing my work, everything is fine – so why do I need to engage in improvement activities?”

This mindset appears at different levels. In some organizations, improvement is often assumed to be the responsibility of the “improvement team,” based on their job titles or established norms.

For managers – those responsible for improvement activities – there are several common obstacles that need careful consideration.

• Managers cannot motivate others. Only individuals can motivate themselves. What managers can do is create a supportive environment, provide the right conditions, and foster meaningful interactions that act as catalysts for learning and motivation.
• Managers often fail to understand or pay attention to the “What’s in it for me?” factor. Yet, this is crucial for everyone.
• “Why should I care about this?” is a fundamental question that must be properly addressed.
• Managers also tend to underestimate emotional connections and the state of relationships. Emotional bonds, respect, and trust are even more important than logical reasoning.
• Managers sometimes assume that others will care about what they care about. But everyone has their own priorities closely tied to their personal interests – they are not you.

So, the question is: how can we overcome these obstacles?