Every company wants to be more innovative, more efficient, and more resilient in the face of change. The organizations that achieve this don’t rely on quick fixes. Their secret sauce is embracing continuous improvement in the workplace as part of their culture.
Continuous improvement in the workplace is the practice of making steady, ongoing progress in how an organization operates. Instead of waiting for major overhauls, it’s about finding small, meaningful ways to improve processes, skills, and outcomes every day. Over time, those small changes add up to major growth.
At its core, continuous improvement means asking, “How can we do this better?”, and then acting on the answer. It applies to everything from streamlining workflows and reducing errors to improving customer experiences and building a stronger team culture. There are two common types of continuous improvement:
Incremental improvement focuses on small, gradual changes made consistently over time. These shifts may feel minor in the moment, but together they build momentum and create lasting impact.
Breakthrough improvement targets bigger, more dramatic changes. These initiatives deliver rapid results and can transform processes quickly, but they require planning, resources, and strong leadership support to succeed.
Adopting continuous improvement in the workplace delivers value on every level: people, processes, and performance. Here are some of the most impactful benefits:
When teams consistently look for better ways to work, wasted time and effort disappear. Streamlined processes mean projects move faster, resources are used more effectively, and employees can focus on higher-value activities instead of routine bottlenecks. Over time, even small efficiency gains can transform productivity.
People thrive in environments where their ideas matter. Continuous improvement encourages employees to contribute suggestions and take ownership of change, which builds motivation and loyalty. An engaged workforce is more resilient and less likely to experience turnover.
Continuous improvement reduces errors and creates more reliable outcomes. Whether it’s fewer defects in a product, more consistent client communication, or smoother internal workflows, higher quality becomes the norm. This consistency strengthens trust with both employees and customers.
Small improvements often spark bigger ideas. A culture that rewards experimentation creates space for employees to test solutions, learn quickly, and share insights. Over time, this mindset drives breakthroughs that help organizations stay ahead of competitors and adapt to new challenges.
Customers notice when organizations are committed to getting better. Faster response times, smoother interactions, and higher-quality results all lead to stronger relationships and increased loyalty. Satisfied customers are more likely to return, refer others, and become advocates for the brand.
Markets shift quickly, and businesses that embrace continuous improvement adapt faster. Instead of scrambling to react, they already have the culture, systems, and skills in place to pivot with confidence. This long-term resilience helps organizations weather disruption and seize new opportunities.
Continuous improvement starts with leadership. When managers and executives demonstrate their own commitment to learning, adapting, and improving, it sets the standard for the rest of the organization. Employees notice when leaders share lessons learned, own mistakes, and celebrate progress (not perfection). This kind of transparency builds trust and signals that improvement is it’s a company-wide expectation.
Nothing derails improvement faster than vague expectations. Employees need a direct line of sight to what success looks like, and that’s why we need clear KPIs. Specific, measurable goals help teams visualize a roadmap for progress and motivate them to focus energy where it matters most. Instead of checking boxes or chasing vanity metrics, people know exactly how their efforts contribute to real outcomes, whether that’s customer satisfaction, faster project delivery, or higher quality work.
Of course, that’s not to say that the bottom line isn’t important. It absolutely is, but more than that, it can be a valuable measure of how effectively a business is promoting self-improvement.
When going ROWE (results-only work environment), we shifted from an environment that judged employee effectiveness by how long they clocked in or how well they obeyed the ever-important office rules to one that focuses exclusively on results. This is single-handedly the best way to foster an environment of self-improvement, as the employees are clear as to what they should work on. However, if the ‘results’ or KPIs that you have laid out for them are not clear, then this can be a disaster that will slowly kill the drive to improve.
I bring this up often, but years ago, when we had fewer than 10 employees, I was running the whole company in terms of payroll, insurance, etc., but I also directly oversaw one division, while my good friend Wayne Sleight, a then up-and-coming employee, was running another. He and I talked regularly, and he had pretty clear KPIs — not handed to him from me, but from his own awareness of his position. His department was humming; mine, on the other hand, was quite the opposite. The work we were putting out was top-notch, but we often missed deadlines and had terrible client communication. This was 100% on me, and with the benefit of hindsight, I’m able to see the biggest problems we were facing:
I was way too busy to be running the division. I should have clearly tasked someone to do it and provided them the same freedom and accountability I had given Wayne. I had asked several different people during this time to ‘run’ the division, but I often micromanaged and stepped in, but only sporadically, because I was being pulled in so many directions as the CEO. This created an unstable, inconsistent environment where I would be very present one day, and then totally gone or checked out in another. It also made it so I wasn’t very clear on my expectations with those running point, because I would often swoop in and take care of tasks that really didn’t require my involvement. One day, the person running point had all the keys to the kingdom, and then the next, I would come in and take them all away.
This was all done out of a desire to help my people out, but intentions aside, it watered down the KPIs, and it created a slow death of not knowing how to improve. Things became so lopsided that we often had to pull money from the other side of the company just to cover salaries.
If you want those around you to improve, give them a clear roadmap, both in terms of results and a career path.
Constructive criticism is the engine of growth. In workplaces where it’s scarce, improvement stalls. In workplaces where it flows freely, teams get better every day. Constructive, timely feedback allows employees to correct course, sharpen skills, and recognize strengths before they fade into the background. Leaders can model this by asking for feedback themselves, proving it’s a two-way street. When feedback becomes part of the rhythm of work, continuous improvement takes root.
I am very much a cheerleader — it comes from being very passionate about what I do. Often after going to a meeting with employees, they remark about the energy in the room and how well a meeting went, and that gives me a good opening to talk to them about how important it is to let the prospect or the client see your passion, and is a good way to set a precedent for my workforce and let them know that I expect them to be passionate about what they do.
After these meetings, or after speaking engagements where employees are present, I will ask my people how I can improve. This is because my employees can be my best critics, given their familiarity with the context. Did I make them feel uncomfortable by something I said? Did I say “um” too much? When requesting feedback from your employees, ask for honesty, and be sure to accept any criticism you receive graciously and with an open mind. Sure, at first, you will get ‘yes men’ answers from people who just want to get on your good side, but as you improve your relationship with your employees, those kinds of responses will drop away. Start by suggesting something you felt you need to improve on, and then invite your people to add anything else, and let them know that ‘yes man’ answers aren’t going to cut it. In my experience, our female employees are a lot more forthcoming and not as afraid to give criticism.
We are very fortunate at 97th Floor to have a healthy environment of self-improvement. We are all collectively working together to better ourselves, not just in our professions, but also in our lives. This focus has helped us build a company culture that extends well beyond the office walls and is gaining prominence throughout the business world.
As I said before, an environment of self-improvement should be every CEO’s dream, but dreams only take you so far. Turning that dream into reality, on the other hand, now that’s a goal worth striving for.
The best improvements often come from the people closest to the problems. A culture of continuous improvement depends on involving every employee, not just leadership or management. Encourage team members to share ideas, experiment with solutions, and celebrate small wins. Empowering employees creates ownership, and ownership creates momentum. When everyone feels responsible for progress, continuous improvement stops being an initiative and starts being the norm.
How to Implement Continuous Improvement in the Workplace
Continuous improvement in the workplace starts with leadership. Leaders must set the vision, explain why it matters, and model growth. When employees see leaders committed to improvement, they’re more likely to follow.
Next, set clear goals. Define what success looks like. It might be faster delivery, fewer errors, or happier customers; keep it specific to your team’s top priorities. Specific, measurable targets keep teams focused and moving in the same direction.
Employees also need a voice. The best ideas often come from those closest to the work, so invite input through surveys, workshops, or team discussions. Quick wins from frontline suggestions build momentum and prove the value of the process.
Finally, measure and celebrate! Track results with metrics like productivity, engagement, or cost savings. Share successes, expand what works, and keep the culture of improvement alive. When your team meets a goal, make sure they feel great about what they’ve accomplished.
Continuous improvement shows up in daily actions that drive lasting results. Here are some practical ways companies bring it to life:
Even small changes can save a large amount of time. When teams map their workflows, they spot redundancies and bottlenecks that slow things down. Cutting a few unnecessary approval steps can shave days off delivery timelines and free employees to focus on meaningful work.
Every time employees build new skills, the organization gains strength. Regular training, whether it’s new software, leadership development, or cross-training, keeps teams sharp, adaptable, and ready for whatever comes next.
Improvement doesn’t stop at internal processes. Businesses that listen to customers and act on feedback stand out in crowded markets. Shorter response times, personalized communication, and proactive service are simple shifts that build loyalty.
Continuous improvement also means taking care of the people behind the work. Encouraging employees to focus on health, wellness, and balance leads to higher energy, stronger engagement, and better long-term performance.
The best ideas often come from those closest to the work. When employees have clear channels to share insights, like suggestion systems, innovation days, or open feedback forums, organizations unlock creative solutions that leadership might miss.
The best organizations never stop improving. Whether it’s refining processes, empowering teams, or elevating customer experiences, continuous improvement keeps businesses moving forward. The same principle applies to marketing. Campaigns that evolve, adapt, and improve over time consistently outperform those that stand still.
At 97th Floor, we help brands embrace this mindset in their advertising and content strategies. From data-driven campaigns to creative storytelling, we partner with companies to build marketing that grows stronger with every iteration.
Ready to take the next step in improving your marketing performance? Let’s talk.
Continuous improvement is the practice of making ongoing, incremental changes that enhance processes, products, and performance. It focuses on steady progress rather than one-time fixes.
Continuous improvement in the workplace means building a culture where employees, leaders, and teams consistently look for ways to work smarter, deliver better results, and adapt quickly to change. It applies to everything from workflows and training to customer service.
Examples include streamlining workflows, offering employee training, automating repetitive tasks, and improving customer response times. Even small improvements like refining communication between departments can create a lasting impact.
You promote continuous improvement by securing leadership support, setting clear goals, inviting employee input, and measuring results. Recognizing progress and scaling successful initiatives helps build momentum.
Continuous improvement is important because it drives efficiency, boosts employee engagement, and strengthens customer satisfaction. It also helps organizations adapt to new challenges and remain competitive over time.
The key principles include leadership support, clear goals, constructive feedback, and active employee involvement. Together, these principles create an environment where improvement is sustainable.
