This month, we continue our series on “Continuous Improvement.” Working with the concepts I introduced in the prior two columns, I am now turning to a practical, monthly process that I use to keep my company and my teams pushing forward. So far, the series has been more conceptual than workable, and it’s important to turn those ideals into a practical blueprint for creating change in your organization.

As a leader in your organization, you must be purposeful in your words, behaviors and attitude in meetings, emails, and day-to-day interactions if you want those actions to promote a culture of Continuous Improvement.  Let’s start with what not to do.

Improvement is rarely something that’s done in leaps and bounds or fits and starts. Improvement must be a continuous, everyday process.  It’s something that you have your eye on every day.

I am excited to begin a column for Supply House Times writing as a voice for manufacturer’s reps. I see this column as an opportunity to serve and build up our industry. I believe it is important for manufacturers' reps to strive to be better business people with healthy, robust companies, acting as first-class stewards of the products we represent.