Michael Harris on Worthy Connections

Every organization has processes that could work better. The challenge is that the people closest to those processes are often too busy working inside them to see where the real gaps are.

In this episode of Worthy Connections, Laura Lasher talks with longtime operational leader and Six Sigma Black Belt Mike Harris about what process improvement really looks like in practice. Drawing on 25 years of operational leadership, primarily in mortgage servicing, Mike explains why better outcomes require more than new technology. They require a close look at leadership, communication, workflow and the people actually doing the work. The conversation also turns to AI and why companies should strengthen their operational foundations now, before faster technology puts even greater pressure on processes that may already have weaknesses.

Transcript Highlights

Laura Lasher: Welcome to Worthy Connections, the podcast where we sit down with people who are building something real—entrepreneurs, brand builders and leaders who've earned their authority the hard way.

I'm Laura Lasher with Worthy Performance Group. In every episode, we go looking for one thing: a story worth learning from.

Today we have somebody you're going to love listening to and learning from who is dedicated to process improvement. Is there anyone out there who isn't interested in improving their processes and making things better for the team, the system, and their customers and clients?

Let's bring on Mike Harris. Hey, Mike. How are you?

Mike Harris: I'm great. I'm looking forward to this conversation. Thank you.

Laura: We want to learn a little bit about you. Not everyone knows the Mike Harris we've learned about, so give us a little scoop on what you're up to.

Mike: First of all, thanks for having me. It's a pleasure.

I've been an operational leader for 25 years, primarily in the mortgage servicing industry. During that time, I had an opportunity to earn my Black Belt designation in Six Sigma. I've studied design thinking as well, so that really got me focused on process improvement, leadership, communication and technology.

I've migrated into being more of a consultant and coach, working with companies to improve their outcomes.

Laura: Tell me why Six Sigma and process improvement became so important to you. Where does that passion come from?

Mike: When I went through Six Sigma training about 20 years ago, I realized that's just the way my brain works. The DMAIC process is about data and looking at gap analysis relative to the data. I don't get stuck in that; those are tools I use.

More importantly, I realized my brain constantly wants to improve the way I do things. I laugh with my friends about how I'll analyze the way I take out the garbage or empty the dishwasher. I realized this was something I was passionate about.

So I thought, why not apply it to business and the things that really get me excited, like leadership and communication?

We're not just looking at a system of record or transaction management. I'm looking at the entire picture: the way you lead people, set up your organization and manage communication. All of these pillars are important to process improvement and to making sure your company is constantly evolving.

Laura: I don't think I've ever heard somebody talk about processing the best way to take out the garbage!

One thing I thought about as we were talking is AI. How does all of this lead into what's happening with AI right now?

Mike: There's always a good time to look under the hood and examine how you're running an organization as a leader. You want to make sure you have a strong foundation.

I think that's especially important now. AI is obviously going to penetrate our worlds. Many of us work in environments involving production management or transaction management. AI will improve that, but you have to have a solid foundation to support it.

AI is going to make things move faster, and it's going to put greater pressure on existing infrastructures. It's imperative that you look at your organization and ask, "Is my foundation set? Am I strong enough to support what AI is going to bring?"

There are going to be great improvements, but you have to be prepared for them.

Laura: Do you think companies are winging it when it comes to AI? Could they benefit from bringing in somebody like you who already understands these processes?

Mike: I wouldn't say a lot of people are winging it. I think many people are doing a better job of researching and identifying the best AI tools for their organizations out of necessity.

But you also have to look around and make sure you're prepared. I don't know that enough leaders are taking all the necessary steps to embrace everything involved in AI preparedness—making sure everybody is involved, everybody has a say and everybody is set up for success.

Things are a little slower right now in consulting. Companies are somewhat rigid because budgets are tight. But I'm talking to leaders and saying, "Here's the perfect time. Take a look under the hood. Take a moment to get yourself set while you're in a bit of a lull," as opposed to waiting until things are going crazy.

It can be difficult to convince people of that. Leaders are nervous about their P&Ls and sometimes about their own positions. They're not always willing to spend a little money to make money by bringing in a consultant and getting that second set of eyes.

When you're doing something every day, you're often too close to your own organization and processes to be unbiased. An outside set of eyes can help identify risks and gaps in the organization.

Laura: Before you really dig in and lift the hood, do clients generally know what the problem is? Can you start small and grow from there?

Mike: Typically, I'm approached because somebody feels something isn't working properly in their process chain.

My approach is to create a partnership and collaboration where we look at it together and take it in bites.

Concepts from Six Sigma and design thinking are very powerful tools, but you don't have to get knee-deep into all of them to benefit. A lot of it is common sense.

You want to get from point A to point B to point C. What's causing those cause-and-effect relationships not to work properly? Sometimes it's simply about looking at where the gap is.

If you work in partnership with the people who are invested in the organization—the people actually doing the business—it's often pretty easy to find it. It doesn't have to be intrusive or overwhelming.

Laura: Does this interrupt their day or week? Do they have to slow down the business while you're working with them, or can you work side by side while they keep the business running?

Mike: We try to work side by side.

It can literally be, "Go do what you do. I'm going to sit here, watch and ask questions."

If there's initial resistance, it usually goes away because the person realizes we're thinking through it together. I'm asking questions like, "Why do you do it this way? Why are you getting here? Why isn't A leading to B and then C?"

Whether we're working as a group or individually, we're identifying the problem together.

You're not stopping people from doing their day-to-day jobs. You're partnering with them, listening to their issues and concerns and understanding the things they have to tackle every day. It ends up being a great collaboration.

Laura: Is there any industry, business or company that's excluded from this kind of process improvement?

Mike: I don't think so.

A lot of technology systems are built around "if, then." If this happens, then that can start happening. If A happens, then B can start. You don't necessarily need a manual handoff.

AI is obviously going to speed this up.

That analogy works for virtually any business. If you can automate certain things, the people managing your product or working within the organization can focus on the true exceptions—the things that go sideways.

Instead of monitoring everything minute by minute, you're concentrating on the gaps. You identify those, put control measures in place, and those problems begin to go away. Then you're continually doing quality control on the process while the system handles more of the day-to-day work.

Laura: Is getting people engaged and comfortable with this process as easy as our conversation makes it sound?

Mike: I think it's all about the approach.

You identify yourself as a partner. You go in saying, "Let me help you with this."

Any initial reservations usually go away because people realize you're not there to overwhelm them or dictate to them. You're there as a partner saying, "Let's fix this together."

More importantly, I want to teach people how to put control measures in place so the problem doesn't happen again.

Once people recognize that you're there to work arm-in-arm with them, it usually becomes a great relationship.

Laura: In most instances, coaching, consulting and process improvement save money over the long term and help companies run better and more efficiently. How can people get in touch with you, Mike?

Mike: You can reach me through BlackFin Group, where I'm a partner. I also have my own consulting company, Jennick Consulting. You can reach me through LinkedIn as well.

I enjoy the opportunity to work with people in any facet. As a matter of fact, I really enjoy getting involved in the things I know the least about. It's fascinating because I get to learn something, but it's also very enjoyable and satisfying because I get to help people.

Laura: That's awesome. I think the big thing is that people need to reach out and not be scared. This is a worthy connection for them to make.

If it's not the right fit, you'll come to that conclusion. But it's at least worth a conversation.

And if you know someone else who would make a worthy connection and who we should introduce our audience to, let us know. We'd love to have them on.

Mike: True pleasure. Thanks for having me.

Laura: I hope we can get you back.

Mike: Always.