In this week’s Cox‑Box cartoon, a team member makes a quick escape:
“Wow, look at the time! I have to go and feed my pet—”
“—Project.”
And suddenly, the “pet” turns out not to be a furry companion at home, but something far more familiar: the improvement work they keep avoiding.
Why We Avoid Improvement Work (Even When We Believe in It)
In every organization, there are well‑meaning people who genuinely want things to get better. They agree with the goals, they believe in the mission… and yet, their improvement work becomes the thing they sprint away from the moment someone enters the room.
This happens for some very predictable reasons:
1. Improvement feels like extra work.
No matter how valuable the project is, people already feel overloaded with today’s tasks. Improvement becomes “optional,” so it slips.
2. The feedback loop is too slow.
People lose interest when they don’t see visible movement. A project without quick wins becomes a project without attention.
3. The task isn’t clearly defined.
When the next step is fuzzy, people do what humans do best: choose something easier.
4. There’s no one checking in—until suddenly there is.
Like in this comic, the moment a leader walks in holding fresh data, people suddenly remember their “pet project” matters.
The Lesson for Leaders: Feed the Project Together
One of the biggest misconceptions in process improvement is believing accountability equals occasional check‑ins:
“Show me your status.”
“How’s the project going?”
“Did you complete the action?”
But true CI leadership is less about monitoring and more about momentum‑building.
Here’s how leaders can prevent improvement from becoming an afterthought:
1. Break work into micro‑tasks.
A team is far more likely to complete something that takes 10 minutes than something that takes 10 hours.
2. Create visible progress.
Kanban boards, burndown charts, and simple checklists work wonders. Progress you can see is progress you’ll continue.
3. Celebrate small wins loudly.
People lean in when they feel momentum—and when they believe their work is seen.
4. Make the work communal.
A leader who shows up with a “fresh page of data” isn’t checking up—they’re participating.
They are saying:
“We’re in this together. Let’s move it forward.”
That’s how you turn a neglected project into a nurtured one.
5. Connect the project to the bigger goal.
A leader MUST connect the project work to the bigger organizational goal. This is the ‘why’ behind a project and one of, if not THE most critical factor in projects getting the attention they need.
Improvement Projects Aren’t Pets—They’re Gardens
Pets need feeding.
Gardens need tending.
But improvement projects?
They need consistent, shared attention.
If your team keeps trying to slip away from their improvement work, it doesn’t mean they’re uncommitted. It means they need support, clarity, and momentum.
Leaders don’t just assign improvement work.
Leaders create the conditions where improvement becomes the most energizing work of the week.
Let me know in the comments what you think.
And be sure to check out my YouTube channel, where you’ll find valuable content to support your CI leadership.