Reducing variance has been a key focus of mine for many years. Notice I said many years. It shows that reducing variance is a never-ending journey.

Is leadership variance always a bad thing? There are those situations when a leader may vary an approach seeking improvement. I call these operational trials. There are times when a situation arises where a process or action needs to not be followed. These are isolated or emergency situations.

In general, reducing leadership variance is important and helpful. Why? Employees perform better when there is consistency, which is driven by consistent leadership. This does not mean every leader has the same personality. It means the processes they follow are the same, and so are accountability measures. Yes, there are certain work areas that attract a type of employee who works better under a specific style of leadership. And at times, new approaches are needed. The goal is not identical leaders. It is consistent standards, processes, and behavior.

I have spent years working with, observing, and studying organizations. Those with the least amount of leadership variance have the best results.

W. Edwards Deming emphasized that the fastest way to improve performance is to reduce variance in management practices. Here are some ways to start:

1. Be aware that clarity is key. This means clear leadership expectations. The better the clarity, the better the results. 2. Focus on skill building. Do not assume a leader’s skill set is what it needs to be. In Precision Leader Development™, a key component is the identification of the foundational skills a person needs in their specific role and how best to acquire each skill.

3. Provide regular feedback and coaching. There are times when it is best to wait to coach based on the situation. There are times when it is best to coach in the moment. This helps in that the observation is fresh. Regular feedback sets the tone that development is part of the investment in the person and is meant to be helpful. If feedback takes place only when something needs to be corrected, it does not support a trusted relationship.

4. Measure. Do not assume. Use tools like employee engagement surveys, customer surveys, exit interviews when people leave, and consistent stay conversations.

5. Emphasize accountability. What is permitted is promoted. Leaders are held accountable for more than just outcomes. They are held accountable for living the culture. This means following the standard operating procedures, role modeling the organization’s values, and holding themselves and others accountable to the organization’s standards of behavior.

When employees can tell you which leaders are the best communicators, which ones walk the talk, and which ones are best at holding people accountable, it is an indicator of variance. The goal is to have the smallest gap in performance in the leadership team.

There will always be some variance. The goal is not to eliminate personality or style, but to close the gap on standards, processes, and values. The smallest details of consistency compound over time. That is how good organizations become great ones.

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Quint Studer is the author of 16 books on leadership in the workplace and the community. His book Building a Vibrant Community is a valuable resource for civic leaders, business owners, and all citizens who have a stake in building a community they can be proud to call home. In Sundays with Quint, he shares a selection of his popular leadership columns for leaders, employees, and business owners in all industries. He can be reached at Quint@QuintStuder.com.