An F1 pit-stop team are often considered the epitome of lean. Why? Well, they have many of the hallmarks of a lean & continuous improvement approach. They are customer focused, share a common goal and aim to create a value adding, standardised and optimised process. People are organised, engaged, highly motivated and feel part of a bigger purpose that challenges the status quo. They have targets and are always looking for the next improvement or edge to outperform the competition using a scientific approach, for personal pride, the team and customers. This is the same kaizen spirit, mind-set, focus and attitude all companies strive for and this teamwork and PDCA improvement approach to continuous improvement is the envy of many companies aiming to emulate this success and create a high performance culture with consistently improved results. Having a goal for the pit-stop and then understanding what is value added (VA) work and what is non value added (NVA) work at this micro level helps to continually highlight opportunities for improvement by challenging the status quo. Focusing on and striving for only value added activity helps to shave off those all-important micro seconds to drive down time. The goal of course being to win the race and provide that competitive advantage, because in this environment it’s about seconds, not minutes or hours and it could make all the difference. Experimenting with different ideas, practicing, training and learning what creates the best result is what improves performance and close the gap on the next goal. When you think about it, if you solve the problems at this level it positively affects the results at the top level where Managers are interested. Maybe there is a lesson here as to where management should focus their effort…supporting value adders to add value not just counting the numbers? As the saying goes, you can’t fatten pigs by weighing them!!

So, is an F1 pit-stop lean?

Well, it is in fact a matter of perspective and this is often revealed whenever we show this picture in our training as it sparks a lot of conversation. Everyone sees with different lenses and has a different set of filters, mental assumptions and paradigms about how they look at situations based on their conditioning and programming i.e. one perspective (looking at the photo above) is that this couldn’t possibly be lean as there are too many people. Their own paradigm thinks lean is a cost reduction tool and  totally misses the point about the bigger purpose and real goal of winning the race. The need drives the change and in this case, the need or goal to get the car back on the track under 2 seconds determines the no. of people and is therefore relative and balanced to achieving this goal. So, when defined from a ‘value for the customer’ perspective, the outcome is much different from a pure silo, one dimensional resources or cost perspective. However, other views may think its lean because this process is clearly the result of  doing what is commonly known as kaizen i.e. many small process improvements towards a goal. This is true however, kaizen is only step 5 in the 5 lean principles prescribed by Womack & Jones in the book Lean Thinking. So, optimising this process is key and getting to this high performance team maturity and state is a key enabler of lean, but companies also need to look at the bigger picture and go through the first 4 steps of the 5 lean principles before drilling down to this micro level of improvement. Looking at the 20,000 ft broader vision, purpose and overall processes to identify key areas of strategic advantage should be done before diving in at the lowest level. In this example, clearly the pit-stop process would be just one of many kaizen activities and should follow a clear understanding of what value is for the customer, analysis of the overall value stream, making the process flow better, creating pull and then finally to kaizen or continuous improvement and constant PDCA cycles. In fact, if you take a step back for a moment, the pit-stop is effectively a micro level kaizen and is the equivalent of making a machine changeover quicker or reducing the cycle time of a single task in a single value stream within a business. It is an important part of the system but not the only part and if this was the only focus, a lot of potential opportunities would be left on the table. Other key areas of the bigger picture is the F1 car itself for example i.e. trialing and testing specific performance improvements, refining these through scientific experiments, engineering changes and feedback from consultation with the driver. It could be tyres, engine, gearbox, acceleration, power to weight ratio, aerodynamics and a whole host of other performance enhancing criteria and attributes that would be measured. Essentially, this is also another kaizen with a PDCA approach to scientifically experiment with all the variables and factors, to find the best combination for the best results. In addition, having the best drivers in peak condition mentally, physically and emotionally. This may breakdown to specific goals to test for vision, alertness, concentration, focus, stamina, fitness levels or to be a certain weight for races, and any other areas of performance that matter for high performance, elite drivers to gain the edge. In any business, when you look through a wider lense and set a vision, establish key goals for the next 3-5 years and deploy the current year’s goals using strategy deployment it can focus in on the priorities and must do goals. It creates purpose, aligns and engages everyone to the challenges and people start to problem solve to close the gaps in performance. When you  look ‘end to end’ to find the biggest areas for competitive advantage and then find specific areas to focus on with goals, it can really drive a business forward.

What we do…

At Lean Leadership Coach we bring a SYSTEM approach to improving PERFORMANCE and RESULTS to guide thoughts and conversations i.e. focus on CUSTOMERS and what they want, understanding and communicating the overall PURPOSE (Vision, goals, strategy of the business and deploying these to align and engage people to the direction and challenge), look at the big picture PROCESSES and value streams to find opportunities for improvement, as well as empowering and supporting PEOPLE to be their best, align them to the direction of the business and set goals and challenges for the team to meet. As the goals are set, this naturally creates the ‘gaps in performance’ to solve the problems and it creates a pull on resources to meet the goals and we provide the right tools and techniques, strategies and approaches to help ‘close the gaps’. So, lean is not just about the improvements themselves but the supporting management system i.e. creating the right environment to make problems and opportunities visible, creating a team culture for challenging the status quo and developing a system to support, measure and sustain performance led with the right leadership behaviours. In summary, zooming into the detail of how value is added and improved against a goal at a team level is essential to competitive advantage, but ensure you also zoom out to see the bigger picture at play that will improve performance and results in all areas towards the bigger vision and goals of a business… If you need any help in creating a kaizen mindset and approach or want to look at things more strategically please feel free to get in touch.

 

A lean journey to improvement reminds me of many examples but none more so than the analogy of a car journey. Some people use a house as a metaphor and talk about building a firm foundation to build on (Vision, strategy, Leadership behaviours, culture, Management system, standards and rules, and plans to meet a value driven purpose, etc) then building the walls to be sturdy (which are the tools of lean and six sigma, in particular the greater principles and concepts such as JIT and Jidoka, Quality and Delivery, or alternatively one pillar is PROCESS (Process to accomplish purpose) and CAPABILITY (What capabilities do we need to solve the problem and meet the purpose) then of course this leads to results at the top of improved Safety, and improvement in quality, cost and delivery.

This is a great analogy but we also like that of a car to make progress towards your goals, aspirations and vision…

Car Journey

The start of a journey is often built on having a destination in mind, a vision and maybe a goal or target time to get there, and ideally along the shortest, easiest and most direct route. Before setting off on any journey there is always an element of understanding and sharing why you want to go to this destination and then planning, preparing and ensuring you have what you need for the journey to get from where you are now to where you want to be. This is especially true if you are taking many people on the journey with you, so that everyone understands the end goal, and follow to the destination, even if you wander off track a little, you are all still guided by the same vision, and aligned, connected and committed to the same purpose, the same end point, and any slight deviations can be assessed i.e. some people may identify a better route to avoid problems for instance.

Knowing why you are doing what you are doing and aligning everyone, with the right people in the car (a team) and the right driver (leader) is essential to lead / take you to your destination and similarly in business, knowing this and where you want to go, and deciding on the right path is equally important. It doesn’t mean the journey won’t have problems along the way, and the end to end point may not be straight, but there are problems and obstacles, delays on every journey and part of the planning is preparing for these scenarios to mitigate and minimise risks, should they happen…! Planning and preparation is everything because problems will always happen and it is predicting them that is part of success..

Of course as we set off on the journey, could be a business journey, we can look behind in the rear view mirror to see where we came from and where we started (which is important to recognise) so we can check and monitor / measure progress as to where we are now, how far we have come (to celebrate) and we can also look through the front window as to where we are heading and not only the next mini milestone, but the big end goal or destination. This helps remind us of the big why and that it isn’t far away and worth pursuing. It provides comfort and also guidance like the North star to help keep on track.

As with any journey with a team, you want to support each other along the way, so speeding off is not necessarily helpful but instead encouraging each other and utilising the skills and strengths of the team to maximise the process and keep everyone focused on the prize and creating a good place to be . It is like the tortoise and the hare, speeding off does not always get you there quicker, and in fact could be slower overall, when people decide they want to deliberately go off on a different route or as the hare, go so hard they burn themselves out.

With regards to the vehicle to get there, well it doesn’t matter too much (i.e. vehicle is the metaphor for lean, six sigma, agile or something else). As long as we have a vehicle, we can get to our destination. Yes, in certain circumstances a Ferrari might be better but on a long journey but wanting to take a lot of people, a Ferrari might get you there quicker, not as a team effort anyway, and it only has capacity for two people!!

What is important is that we try to predict some of the future problems and even competition and try to stick to our plan that we believe and trust is the best way. We might want to look at better ways to make it go quicker by doing an assessment or a diagnostic to see where things could be improved i.e. it might be to tune it for fuel efficiency or it might be to have a service or do maintenance to ensure it is reliable to prevent breakdowns and problems along the way. Also, having a fast car does not guarantee faster overall, due to limitation of speed on the roads, traffic build up. However, the more we improve performance and keep the car moving, the more value we are adding to our customers, the business (the car) and the people (team) in the car to keep people happy and deliver safely to the next destination. (Imagine this in your mind)

Of course if the car is always breaking down, or there are delays, traffic lights, the journey takes longer, frustrations set in, people get frustrated and demoralised, etc. The other good thing is with a car we have a dashboard i.e a clear view of what is going on, so that we can keep track of all the vital signs or health of the car and journey status in one simple to see dashboard that is visible at all times. We can see speed, distance, petrol consumption, any safety issues, and many other key performance indicators that guide us in our decision making. We have a constant visual ahead of any problems and can react quickly and adapt to them. This is essential in a business to see where to focus attention and address any urgent priorities, but also to see the trends overall to see if targets are going to be met or not i.e. see the deviations or gaps in performance to be able to do something about it before it’s too late. If we need to speed up, slow down, stop for a break, get fuel, let people rest or whatever it is, it is essential to have this ability and finger on the pulse.

In any given journey the situation maybe different; the circumstances, the people, the processes, the equipment, the products, the environment, the landscape, the length of journey, the timeframe to get there, and many other factors. With this in mind each journey is situational and there is no 10 or 12 step process that you can use to force fit every single journey. However there are certain markers, guides and questions we can ask to help us define what we may need for our individual journey. Some of them maybe common to every journey and there maybe be some nuances that we have to adapt for our personal journey. These questions help provide a starting point to leading the thinking to plan our journey.

Questions to ask on the journey…what problems are we trying to solve, what purpose are we trying to achieve, what is the work to be done, how will I go about improving it, what capabilities and skills do I need, what management system can I define, and what leadership behaviours do I need to support the culture I want to achieve?

Getting ‘Lean and Fit’ in body and mind is similar to getting ‘Lean and Fit’ for Business…

The word Lean is often associated with getting ripped, shredded, chiselled, cut or Lean from working out and other fitness activities. In many respects getting Lean is just a metaphor for striving towards peak performance, outstanding excellence or continuous improvement in whatever you are aiming for and be the best at, either for yourself or against competition.

Whether it is a Lean body with the chipped 6 pack abs, the rippling pecs or chest, the defined shoulders, and toned biceps or your goal is to become a faster runner with improved stamina and endurance, the end result is the outcome of a process of change, experimentation and improvement where you take yourself beyond your current comfort zone to expand, grow and develop.

This is the same as any business aiming to improve performance and results, to be the best you need to step beyond yourself. In fact, it could be anything where there is a gap between the current situation and a future expectation or target. The difference in what you do to close the gap and attain the goals is as much about the inner game (mindset, self limiting beliefs, fear, doubts, uncertainty, obstacles between the ears) as it is about tools and techniques (the outer game) to push, challenge and stretch yourself towards that personal best or record.

In this example, to get Lean in body or business requires a journey and process of transformation to get from where you are now to where you want to be i.e build Lean muscle, increase cardio (add value) and shed / burn fat (remove waste). Building Lean muscle in business terms could be people skills, development, growing customer base and adding more value to customers.

The process is transformational, and it takes time. In fact like most change it’s often not the technical ‘know-how’ i.e. lifting weights but all of the external factors that most people forget but play such a vital role such as commitment, dedication, perseverance and discipline to achieve the goal, because change tests all of these and will find the cracks in your armour as to whether you are interested in change or committed to it. Interested means when things get tough you will find all of the stories, reasons and excuses to rationalise why you are not achieving what you set out to do, committed means you follow through and overcome all of the obstacles.

With any change, it starts with an awareness, enlightenment or a real burning need, desire and reason to change what is wrong or fill a gap. In this example the image or vision of a Lean body and all the benefits it could bring helps fuel motivation to achieve but to get from where you are to where you want to be requires more than just a vision, dream or fantasy, it requires massive action and hard work i.e. it requires a new mind-set, setting some SMART goals/targets, creating a strategy of HOW you will achieve the goals and a plan/schedule to keep you on track and check against progress.

As well as this, before you start on the improvement, it is vital that you have a baseline of where you are (current state) and some measures to help understand what the current status is before you improve to your future state. We can all relate to the before and after photos seen in magazines from transformation i.e. People capture their starting position and take key measurements of weight, biceps, chest size, waist, BMI, resting heart rate or even more invisible metrics like cholestrol, blood pressure and other key benchmarks for fitness, health and performance. Whether this is a business or your body, the same principle applies and it is a critical step in any process change, to be able to measure, see and track progress. It is also critical in both business and your own personal lean body transformation that you celebrate the wins and create incentives for further improvement when you achieve the mini goals.

This all sounds super cool and it sounds fairly easy however, the prospect of attaining that awesome Lean body or that high performance team or that improved business process is not guaranteed as is the same with everything in life. Even with the right vision, goals, strategy planning, preparation there are no guarantees because many people underestimate what it takes to achieve it and then sustain the gains. Just think of your own experience of detoxes, diets, fitness training, going to the gym or trying to achieve a goal you set? How is that going? Did you stick it out? Did you give up? Did you build it into your lifestyle to sustain it or drop backwards as you treated it like a ‘one off’ improvement?

The reason most people don’t achieve what they want is they don’t have the staying power to sustain it, just like initiatives in business. It is either a lack of time, commitment, or they set goals that are too easy, not serious about it, or people are only doing one part of the whole i.e. the exercise but not eating the right foods to support muscle growth and weight loss as a system, or people don’t know the right exercises and correct techniques to accelerate improvement or may have failed and has a fear of failure. It is sometimes that people don’t have the encouragement or support from friends family or in business terms, their leader or don’t have anyone to push them, coach them and help them when times are tough. Do you recognise this in your business too?

So whilst many people strive for better performance and results in all aspects of life and getting a Leaner, fitter body is one example, many don’t achieve it. People either spin their wheels for a long time, lose their way and give up and get down about it or they get help. Everyone is different depending on their mindset and desire to get what they want and we can learn a lot from our personal struggles to get a Lean body as we can to create a Lean, high performing business that pursues continuous improvement and a lot of the things that prevent us in both is ourselves. The tools are good, the exercises proven, healthy foods all known but the mind-set to stick to it lets us down so this inner game needs attention.

Are you struggling to attain what you want? Are you stuck or need some help? Do you recognise this pattern in you or your business? If so, get in touch for a chat about how we may be able to help you get back on track, give you a fitness test, provide some training, guidance, coaching or direction with how to get back on track and put you on the programme back to fitness for your business and if you want, we can also help you get that lean body we have spoken about. Are you interested or committed?

  Toyota is one of the most successful companies in the world, but yet the underlying principles from which their success is based on is often forgotten. So, in this post I would like re-raise Business Leaders awareness of those principles often copied, but for many reasons never emulated. It is a good reminder and mental framework for every business to know, or at least to dig deeper into the true meaning of them and understand what gaps they have in their business improvement model for success.

Toyota 14 Leadership Principles (Taken from Dr. Deming’s original work)

1. Long term Philosophy, Vision… Base decisions on long term at the expense of short term financial gain

2. The Right Process WILL produce the right results…

Focus on continuous flow of value, create standard work to remove variation / waste and make repeatable.

3. Use PULL to avoid Overproduction…

Produce only what is needed, when it is needed by next process, material replenishment JIT to visual trigger

4. Level out the workload (Work like tortoise, not the hare….)

Eliminate 3M’s, smooth workload – Takt, Flow 1 x 1, Pull

5. Build a culture of stopping to fix problems, to get Quality right first time…(Quality at Source)

Build into equipment detecting problems, auto-stopping, Andon for help, immediate fix and root cause analysis.

6. Standardised tasks and processes are the foundation for continuous improvement / engagement

Use stable, repeatable methods and clear standards, to create stability for flow and Pull, Best practice capture & PDCA

7. Use Visual Control so no problems are hidden…

Use simple methods to help people see deviations from standard quickly, avoid using computer screens to report information at the frontline, enable results to be seen at POU and reduce reports to one A3 piece of paper. 

8. Use only reliable, tested I.T to support your people and processes…

use technology to support people and eliminate waste, but work out manually first before adding technology.

9. Add value to your business by developing your people…

Grow leaders from within, rather than buying in, Leaders must be the role models and understand the work to teach, coach and support the value adders…inverted triangle / servant Leadership

10. Develop exceptional people and teams who follow the company’s philosophy…

Create a strong, shared culture, in which company values and beliefs are shared, create strong teams and empower

11.Respect your extended network of partners and suppliers by challenging them to improve…

Help suppliers and partners to improve and see them as an extension of you, challenge them

12. Continually solving root problems drives Organisational learning…

Go and See yourself (Genchi Genbutsu), solve problems by personally going to the source, observing, veriyfing, testing, not theorising or superficial understanding, includes senior leaders.

13. Make decisions slowly by consensus, thoroughly considering all options, implement quickly…

Do not pick a single path until all alternatives explored, practice Nemewashi consensus building

14. Become a learning organisation through relentless reflection (Hansei) and CI (kaizen)…

Once established a stable process, use CI tools to determine the root cause or inefficiencies and apply effective countermeasures, design processes to minimal inventory and kaizen waste. Learn to standardise each process, not reinvent the wheel with each new project, or manager.

 

The word Lean conjures up many images and is exactly how it appears in our mind and how it sounds i.e. a picture of fitness; ripped, shredded, defined, optimised, maximised, efficient, healthy, no fat or waste, trim, and a highly toned physique.

Whether you associate with or are describing an elite athlete, a fitness model or a body builder with ripped muscles or even when describing animals such as a greyhound, gazelle, cheetah, a horse, or even a piece of lean meat, we often use the adjective Lean to describe it. Why? Because it is the best word that describes and sums up the characteristics of what we see and think i.e. fit, fast, agile, powerful, strength, flexibility, high performance, endurance and stamina to name a few.

So, if that’s how we think of the word Lean, what does getting Lean for business mean? Well, it is exactly the same; it is a streamlined, optimised, efficient and effective business that is free of waste (fat), and adds maximum value to its customers through its processes, systems and people. It is a business that is highly tuned and high performing with great results and identifies and solves problems quickly and like muscles, the ability to grow further with more exercise and repetitions through work outs. A Lean body requires an overall holistic approach to improvement, no different to a business i.e. Toyota and many other companies use an overall system and approach for improvement based on the relentless pursuit of waste and continuous improvement and always striving for that next level.

So, the question is not necessarily what is Lean, although it is useful to define it, the question is how does one get and stay lean as it doesn’t happen on its own or overnight. In sport, fitness or body toning / sculpture terms Lean is a function of a process and regular pattern or habit of working out, training, developing and building the muscles through repetition of standardised motions and controlled exercises. It is knowing the right technique to maximise muscle growth and putting the right fuel in the body to stimulate the growth. It is a continual cycle of breaking down the muscle fibres and stimulating in different ways that helps the growth and improvement in definition. It is also a continual and gradual process that has to be repeated over and over. You have heard of memory muscle haven’t you? Well, we don’t go to the gym, lift weights or run for an hour and we get Lean, the same as we don’t have one coaching session to become Roger Federer or play guitar once to become a master (mastery is the mother of repetition).

It is the constant learning, practice and training that is key and the level of effort and intensity during workouts to get results and pushing yourself or having someone push you. It is also about setting goals i.e. everyone that works out has goals they set; could be to run faster, jump higher, lift heavier weights or do more reps to meet their lean goals of a bigger chest, bicep, shoulders, etc.

Each repetition being another chance to work and grow the muscle and doing this with quality in mind because form in a work out is key to get best results and quality in business also makes a huge difference. Each time the muscles are exercised it is adding value and improving performance towards your internal vision of the ripped and fit and healthy body (Mmmm, sounds like a business process). Often, to keep going and working out requires motivation and sometimes external motivation to hold us accountable.

An important part is measurement to see progress and improvement. Having the right measures is critical as otherwise we may be measuring the wrong things i.e. some lagging indicators and leading indicators and because measuring weight alone is not always the best measure as lean muscle weighs heavier than fat, so you may think you are putting on weight, which is fine but for those with a mindset of losing weight is the goal, you may then think it’s not working. Of course, measuring growth and improvement is essential to see progress and against your goals in both business and fitness.

Another important element is constant feedback. Seeing positive changes can help motivate, build momentum, incentivise and fuel the want for more (no different to how we need to build the need to change in a business context and constantly act on feedback from results to experiment and improve a process). Feedback also helps us to understand what is good or what is not working / adding value and make adjustments.

As muscle grows through adding more value and through working out we start to lose weight or burn fat. Fat or excess waste starts to reduce and the Lean body starts to take shape with a more toned, defined look (No different to a business process, as we remove waste, we add more value and it then takes less time and effort overall).

In addition, with good diet or input of fuel combined with continued workouts of high intensity, the body’s metabolism increases. This then makes it easier to burn more fat and keep Lean whilst aiming for the next goal…like business striving for perfection is it the journey that never ends and for continuous improvement there has to be that dissatisfaction of the status quo to create further action by setting new goals. We can always be fitter, faster, trimmer, and therefore there will always be a gap between where you are now and where you want to be, this is the gap between our current state and goals so we can always have something to aim for. It is self- perpetuating motion towards your targets and again no different to how a business needs to operate.

However, as most people who go to the gym, everyone knows what success looks like but achieving it is not easy which is true for every big goal in life. It requires a high level of commitment, dedication, discipline and focus to train, eat well and constantly hydrate. It also requires working on the whole body or system as opposed to just one exercise i.e. biceps. Getting Fit and Lean is a holistic effort, of mind and body (same as business) because the mind controls the body and this is often overlooked.

It is the mind that needs to recognise the need for improvement to get Fit and Lean and it is the mind that will try to rationalise with you when it gets tough and want skip training, eat bad food or just give up. The success factors are building fitness into your lifestyle so that is isn’t something we do every now and again, it just becomes our habit, routine, ritual and part of what we do (again, no different to business improvement). This is the hard part and why we need a coach to keep us on track, keep us accountable and aligned with our vision and goals and remind us of all the benefits.

In just this simple example we can start to see that creating a Lean business is similar to getting a Lean body and these are just a few of the similarities…we could go on…we have to work out to improve, set goals, measure progress to visible targets we commit to, get and review feedback often to make adjustments, make it a practice and daily habit, build standards into the process and standardised methods to ensure quality, introduce ways to sustain the gains and not fall backwards, add value for every repetition or cycle and learn from this, build Lean muscle in business meaning people, develop them to help you work out in your business (I’m not talking about a gym here, I mean improve your business with their creativity, innovation, constant search to add value).

Having everyone understand what needs to be achieved (20 reps per minute!!), working on removing the waste and creating more value adding activities, buddying up with people in business, like in the gym to make it easier, push each other and strive for more, or even better, get a coach with experience who can take you through your paces and has been through it and got the results you want. Like getting Lean in the gym, it also requires the upfront planning and preparation to give you the best chance of success I.e. a fitness test to see your current status and level, your workout sessions planned, when, what exercises and mix, a strategy to fit with your goals and when you will have rest days or cheat days to keep you going like motivating your business team.

The fundamentals of getting Lean and Fit in body is like getting Fit and Lean for business. I am sure there is a lot more we could add to this example but I think you could imagine the rest for yourself and compare how the mindset, workouts, exercises, training regime you and your business may need to do to get Lean and Fitter for peak performance and results. More than anything it will make you feel good, look good and have all the benefits.

Working on the mind is as important as the body so both together is key i.e. did you know that visualisation helps to focus on what it is you want, and your mind will lock on to this image to become it, and you can actually stimulate muscle growth through just thinking about it, of course to get the results we all want, you have to do the hard yards, but it can help to motivate.

It is also the mind that will decide what you do i.e. push harder or not to do that extra rep or sprint, it is the mind that will either set easy goals or stretch goals for each exercise, it is our mind that be the first to say, enough, this is not you or have your friends tell you it’s not working for you and listen to them, or decide it’s not working fast enough and give up. The point is with either fitness or business you have to give it enough time to improve and get results, you have to be persistent, try different things, and remind yourself that problems, fears, doubts and obstacles are inevitable, it’s how you deal with them that matters.

You get what you put in and how you do anything is how you do everything. Focus on the roots, not the fruits I.e. in Lean we need to look at and focus on all of the below the line, invisible things that cause, aid and support the muscle growth for it to happen, it is this compounding effect of lots of factors underneath the surface that make the difference not just the lifting weights. Remember, the results you have today are based on your decisions, priorities, commitment and actions to date…the question is how are you going with that? Are you reaching your goals? Do you keep giving up? What is your mindset leading to how you think and what you do? Did you ever stop to think it could be you?

If you want to get fit and lean for business or yourself, or you need a fitness test/assessment for your business or a strategy and plan to get you fit and lean, a coach to help you get back on track, or tune up your mindset, then get in touch and we can start to help you get lean and stay lean.