Lasting improvement depends on what leaders do between projects. A redesigned process can quickly drift when measures are unclear, problems are hidden or teams lack permission to improve the work.
Make performance visible
Agree a small number of measures that reflect the customer and the flow of work. Discuss exceptions without turning the review into a blame exercise.
Coach before prescribing
Ask what was expected, what actually happened, what obstacles remain and what the team will test next. Structured questions develop problem-solving capability rather than dependency on the manager.
Protect a regular improvement rhythm
Short, frequent conversations often beat occasional large transformation meetings. Assign ownership, follow up on experiments and recognise learning as well as results.
Standardise to learn, not to freeze
Useful standards describe the current best-known way of working. Review them when evidence shows a better method, and ensure the people doing the work help shape the change.
Check what remains after the project
Look for better flow, fewer recurring problems, stronger coaching conversations and greater confidence within the team. These are more meaningful signs of capability than the number of improvement events completed.