Jon McNeill

And so he got antsy, I got antsy, and we're like, okay, just have the maintenance guys build a jig, bring it out here, and let's start to experiment about whether they can get the bolt done correctly.

But that was an example of just go out there, don't depend on data, don't depend on anybody else's opinion, just go see it with your own eyes.

And that will lead most likely to an insight

You can then teach people like, here's what I was looking at.

Here's what I saw.

So if you're the leader of this little team, next time you look for this and you can solve this problem.

You don't have to wait for me to come down here and sleep on the factory floor as the president or CEO.

Sometimes.

No matter how hard they're trying to work, it's usually a process constraint, but that does happen.

And so the problem can fool you because people do start to have the white coat problem where the boss is standing there and they're like, now they're hustling.

Now they're trying to impress the boss.

But most of the time you can see it.

Like if you stand there long enough, they're going to forget you're there.

So I was with a group of bank executives a few weeks ago, and I asked them to raise their hand if they use their bank's app in the last week, their consumer app.

And no hands go up.

And I said to them, I could have guessed that because I'm a consumer of two of your banks and your apps are terrible.

And if you use them, you couldn't live for another day with how terrible this was.

So you'd be calling whoever could fix it to fix it ASAP.

And a little bit to your point, like I learned this technique from Scott Cook, the founder of Intuit.

And he's got this process he calls follow me home.