That being said, continuous improvement isn’t easy and it doesn’t happen by itself. It requires the active involvement of as many people as possible… which brings me back to the question: how do you think about continuous improvement?

I’d like to share three questions I’ve found helpful when considering continuous improvements. I believe they work in just about any setting. Here they are:

Does the Customer Care?

Any customer centric organization ought to consider the customer experience implications of all both new and existing processes first and foremost. What does the customer think? Keep in mind, your customer may not care about many of the particulars; what internal system you use, who makes the decision, or whether you use FIFO or LIFO inventory accounting. Customers care about speed of service, ease of use, price, quality and support (for starters). If an existing process (or new initiative) doesn’t improve at least one aspect of the customer’s experience, that should raise a red flag – why are we doing it?

Does it Add Value?

Just because a customer doesn’t care, doesn’t mean a process inherently lacks value. The challenge is to build a case for it. Remember value is the difference of benefit and cost. Any time we eliminate one of the seven types of waste, we automatically increase value. The same is true for new initiatives. If a new idea adds more waste than benefits, it creates a net value deficit.

Think of an assistant who takes handwritten notes at a meeting. Then he types them and sends them to the meeting attendees and files the handwritten copies away. What is the value in taking and keeping the handwritten notes? The customer certainly doesn’t care. And if the notes can be produced (and reproduced) soft-copy right off the bat, it will save time and free up space – both of which have value. It’s a simplistic example, to be sure but it underscores the fact that opportunities for continuous improvement can come from virtually anywhere.

Are You Compensating for Someone Else’s Inaction?

Sometimes when we encounter problems, it’s easiest and time-efficient to address it ourselves in the moment. In the short-term. But unless we get to the root of the problem, it’ll just come creeping back up again. The leader’s role in this situation is to create clear cut areas of responsibility – and maintain the accountability to follow-through together as a team. It’s the difference between constant firefighting and a team commitment to “first time, right time, every time.” It’s easier said than done, but that’s true about most leadership responsibilities.

Remember, continuous improvement isn’t about cutting costs to their bare bones. It’s about creating value that can be shared by all the stakeholders of an organization. At the very least, it can help give your organization gain a comparative advantage over your competition.

What continuous improvement initiatives are you working on right now?

Nathan Magnuson is a leadership consultant, coach, trainer and thought leader.  Receive his ebook Trusted Leadership Advisor by subscribing to his website or   follow him on Twitter.

So when I called up a friend who had been associated with the organization this man had led, I couldn’t have been more shocked at what he told me.

“I’m taking a class from so-and-so and it’s really great!” I said. “Did you know him?”

“What??” my friend replied. “You’re taking a class with the boob-grabber??”

“Wait.. what are you talking about?” I sputtered.

“Yeah, he got busted for sexual harassment a couple years back and they gave him the pink slip.”

As soon as I hung up the phone, a quick Internet search confirmed my friend’s claims.

What do you think: did my opinion of this man change?

I’ll go ahead and answer: you bet it did! I was sorely disappointed for one reason. I had expected this man’s leadership character to match his leadership competency. When I found out that it didn’t, I knew I could no longer consider him as a leader worth emulating. I could still learn from him, but ultimately I couldn’t view him as anything less than a bad example.

So what can you and I do to make sure our legacy stays in tact?

Be Humble

I once met with a CEO of a regional bank and found that my seat across his desk was significantly lower than his seat so that I had to look up at him when I spoke to him. It felt as ridiculous as it looks in the movies. And it really seemed to be an intentional message that he was the far superior person in the room.

Author Mark Miller says there is really one question to consider as a leader: are you a serving leader or a self-serving leader? In other words, are other people a means to an end for you or are you in it for them? If we feel we have to convince people that we are better than they are, they may follow us temporarily when they have no other options, but that will be it.

Increase Your Accountability

I’ve heard stories about married leaders who never spend any one-on-one professional time with a member of the opposite sex other than their spouse, even though it can sometimes create a hassle. That’s always seemed extreme to me, although in my college  instructor’s case it would have saved him a lot of grief. But I do know that when it comes to accountability, as leadership authority increases, the standards for ethical behavior should expand, not retract.

When the Founding Fathers of the United States created a limited government with many checks and balances, it was because they understood firsthand the human tendency to abuse power. Don’t play above the system. Look for ways to demonstrate that you operate above reproach, whether it’s in the way you handle relationships, the company credit card, time away from the office, etc.

Treat People the Way They Ought to be Treated

Obviously treating people right goes above and beyond simply not harassing them. All people deserve to be treated with honor, dignity and respect, regardless of their status, position or demographic. If you are a leader, are people more likely to succeed because of you? Do they know where they stand with you and do you make sure they have the resources to get their jobs done and become more in the future than they are today?

Maya Angelou famously stated, “People will forget what you said. People will forget what you did. But people will never forget how you made them feel.”

There are many outside factors that will affect your leadership legacy. But don’t let what you can’t control keep you from what you can control. When your work is finally finished, your legacy is all you’ll have left.

Nathan Magnuson is a leadership consultant, coach, trainer and thought leader.  Receive his new ebook Trusted Leadership Advisor by subscribing to his website  or follow him on Twitter.