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"Hopefully" is Not a Plan

Hope doesn’t solve problems.

Beau Groover
August 01, 2024

"Hopefully" is Not a Plan

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Thoroughbreds by Doc McIntyre

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Great passage from my friend, JJ:

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Some horses run to avoid the stick.

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Some run for the carrot.

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Thoroughbreds run because it’s how they’re made.

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Internal motivation beats external motivation over the long haul.

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Are you running for the right reasons?

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"Hopefully" is Not a Plan

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In the fast-paced, demanding world of American manufacturing, there’s a phrase I’ve encountered far too often: “Hopefully.” It’s usually followed by something like, “Hopefully, we’ll meet our production targets this month,” or “Hopefully, this new process will work better.” Let me tell you something—“hopefully” is not a plan. It’s a wish, a hope, a fleeting thought that leaves success up to chance. And in manufacturing, as in leadership, relying on hope is a surefire way to miss the mark.

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At The Effective Syndicate, we believe in getting things done. That’s why our GSD (Get Sh*t Done) System is built around four key pillars: Clarity, Teamwork, Operational Discipline, and Energy. These principles are designed to replace “hopefully” with a structured approach that drives results.

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The Problem with "Hopefully"

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When you say “hopefully,” what you’re really doing is abdicating responsibility. You’re letting external factors dictate the outcome, rather than taking control and ensuring success. This mindset can be a cultural virus that infects teams, eroding accountability and lowering standards. It’s a passive approach that leaves gaps in your processes and fosters a culture of complacency.

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In Lean manufacturing, we strive for continuous improvement, always seeking ways to eliminate waste and streamline processes. But “hopefully” has no place in this mindset. Hope doesn’t solve problems, it doesn’t reduce cycle times, and it certainly doesn’t improve quality. Action does. Planning does. Execution does. And this is where our GSD System comes into play.

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Replace "Hopefully" with the GSD System

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So, how do we eradicate this mindset from our leadership style and our teams? Start by identifying where “hopefully” shows up in your organization. Is it in your daily huddles? Your production planning meetings? Once you’ve pinpointed it, challenge yourself and your team to dig deeper. What can we do to move from hope to action?

• Clarity: It all starts with understanding exactly what needs to be done. Replace vague aspirations with specific, measurable goals. Don’t just aim to “improve production.” Instead, commit to “reduce cycle time by 10% over the next quarter.” When everyone knows the target, they can aim their efforts more precisely.

• Teamwork: No plan succeeds in isolation. Foster collaboration and communication across your team. Lean on each other’s strengths to execute the plan effectively. Remember, a team that works together with a shared vision will outperform any group of individuals working alone.

• Operational Discipline: A goal without a plan is just another hope. Operational discipline ensures that plans are not only made but followed through with precision. Map out the steps needed to achieve your objectives, assign responsibilities, and set deadlines. This discipline is what turns good intentions into tangible results.

• Energy: Finally, none of this works without the right energy. This isn’t just about working harder; it’s about working smarter and keeping the momentum going. High energy, fueled by a sense of purpose and urgency, keeps the team focused and driven toward the goal.

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Building a Culture of Certainty

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Ultimately, leadership in manufacturing isn’t about waiting to see what happens; it’s about making things happen. By removing “hopefully” from our vocabulary and replacing it with the GSD System—Clarity, Teamwork, Operational Discipline, and Energy—we can drive our organizations toward success.

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Let’s get out of the “hopefully” business and into the business of making things happen.

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Keep leading, keep improving, and let’s GSD!

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Interested to see how your organization stacks up against world-class manufacturing? Take the quick survey here.