One of the most valuable lessons I've learned throughout my career didn't come from a boardroom, a financial model, or an executive presentation.

It came during an inventory count in Singapore.

I walked into a manufacturing facility expecting to focus on inventory accuracy, operational processes, and year-end reporting. Instead, I found several employees lying on flattened shipping boxes taking a nap.

My initial reaction was total confusion.

My second reaction was concerned.

What I learned next became a leadership lesson I've carried with me ever since.

The Part Most Companies Miss

Leaders spend significant time reviewing reports, dashboards, forecasts, and strategic plans.

Those tools are important.

However, they only provide one perspective.

The reality of how work gets done often looks very different from the factory floor than it does from the boardroom.

Processes that appear unusual may have practical reasons behind them.

Behaviors that seem inefficient may reflect local norms, culture, or operational realities.

The challenge isn't gathering information.

The challenge is understanding context.

Early Warning Signs

Organizations often encounter problems when assumptions replace understanding.

Common signals include:

· Decisions made without operational input.

· New leaders implementing changes before learning existing processes.

· Corporate policies that ignore local realities.

· Employees feeling unheard or misunderstood.

· Increased resistance to change.

· Solutions being implemented before the problem is fully understood.

Rarely are these process issues. More often, they are communication and perspective issues.

Why Assumptions Create Risk

Standing in that facility, my first instinct was to assume something was wrong. It was year-end. There was a significant amount of work to be completed, and in my mind, it was "go time."

The entire operations team resting on flattened shipping boxes during an inventory count was certainly not something I had encountered here in the United States.

I was sincerely puzzled. Fortunately, before drawing conclusions, I asked questions.

What I learned was simple.

The employees were on a scheduled break. The arrangement made it easy for them to rest during breaks or lunch while remaining in the facility. They could recharge and return to work quickly when their break was over. Like clockwork, when the break was over, they picked right back up and continued working.

The practice was common.

The environment, culture, and expectations were different from my own experience. The only other time I remember seeing something similar was in kindergarten when we were required to take afternoon naps.

The lesson wasn't about the boxes.

The lesson was about assumptions.

When leaders assume they understand what they are seeing, they risk solving the wrong problem.

For fun, I've included a photo from the iconic Marina Bay Sands infinity pool, where we celebrated the end of a successful work week with dinner overlooking the Singapore skyline. 

What Strong Leaders Do Differently

Strong organizations create a culture of curiosity before action.

They:

· Spend time on the floor, not just in meetings.

· Ask questions before making changes.

· Seek to understand local operations and culture.

· Involve employees in improvement efforts.

· Balance corporate objectives with operational realities.

· Recognize that context matters.

Understanding doesn't mean accepting every process.

It means understanding why the process exists before deciding whether it should change.

The Real Difference

One of the most valuable leadership lessons I've learned is that the first explanation is rarely the complete explanation.

The view from the factory floor is different than the view from the boardroom.

Effective leaders recognize that both perspectives matter.

Before you change it, understand it.

· Observe first.

· Ask questions.

· Understand first.

· Then lead.

Christina L Sowell
Founder & Principal Consultant
Christina L Sowell Consulting LLC
Calm in Complexity