In the Lean methodology, we often talk about the importance of “going to the gemba” (or “genba“– the place where the real work happens.
But it's not enough to simply show up; the way leaders engage with employees on the frontlines matters just as much, if not more. Unfortunately, not every leader is equipped to have meaningful, respectful interactions in the workplace, whether it's a hospital, factory, or donut factory.
I've seen (and written about) instances where leaders visit the gemba but approach the experience with the wrong mindset. Instead of focusing on learning and problem-solving, they end up blaming employees for issues that are actually rooted in systemic problems like machine downtime or inefficient processes. Yelling or sending people home early doesn't solve anything — it just damages morale.
I've heard stories from people along the lines of, “Our CEO came to the factory and we insisted that they go to the gemba… and we regretted it. The CEO was stiff and awkward… it really accomplished nothing. It was cringe.”
It's easy to think of a scenario–to almost picture it–where a newly hired VP of Manufacturing at DonutCo has been brought to meet the employees at their factory in Georgia.
The company decided it would be a good public relations move–inside the company and beyond–to record video of the new VP interacting with some of the employees. The social media team was ready, but was the VP? Apparently not.
Video Transcript
VP enters the factory and says hello to a team member.
VP: “The zoo has come to town.”
[Pauses for laughter. No laughter follows.]
VP: “Thanks for letting us come in.”
Team Member 1: “Yes, sir.”
[Pause]
Team Member 1 [Seeing camera]: “I don't want to be filmed.”
VP: “OK, hey everyone, she doesn't want to be on film. So let's just cut her out.”
When the PR team released the video, Team Member 1's face was blurred.
VP: “I'm the new VP of manufacturing.”
VP [To Team Member 2]: “How long have you worked here?”
Team Member 2: “About six years.”
VP: “Okay.”
[Pause]
VP: “It looks like a lot of donuts are being made. And cinnamon rolls. Some sprinkles stuff.”
[Long Silence]
VP [To Team Member 3]: “How long have you been here?”
Team Member 3: “A year, I think.”
VP: “Okay, great.”
Team Member 4: “So what can we help you with?”
VP: “Well, hmmm… let's improve quality… let's make more donuts… whatever makes sense.”
Team Member 4: “Okay”
VP [To Team Member 4]: “How long have you been here?”
Team Member 4: “Since last June.”
VP: “Okay. Good.”
[End of Video]
But yeah, the PR team decided to release the video anyway. The internet was not impressed.
Lessons Learned: How to Prepare Leaders for the Gemba
So, what went wrong, and what can we learn from this?
Don't Force It: Just because you record something doesn't mean you have to use it. If the interaction doesn't go as planned, it's okay to go back to the drawing board. Focus on creating an authentic connection, not just ticking off a box for a corporate video.
Respect for People: Before even stepping foot on the floor, leaders should seek permission to record or take photos. Yes, these are your employees, but that doesn't mean you can assume they'll be comfortable on camera. Showing respect by asking for consent fosters trust and avoids unnecessary awkwardness.
Empathy Over Awkwardness: Leaders, especially those not used to interacting with frontline staff, may need some coaching on how to engage meaningfully. This might involve a bit of role-playing beforehand, where they practice asking open-ended questions that encourage dialogue. Building rapport isn't a skill everyone is born with, but it can be developed.
A Little Practice Goes a Long Way: Before making a gemba walk part of a public relations effort, consider running a small test. Take the executive through a “dry run” visit to help them get comfortable with the environment and practice having real conversations that go beyond surface-level chatter. This can prevent awkward moments and help leaders feel more prepared.
What Have You Seen?
What's the most uncomfortable gemba interaction you've witnessed between leaders and frontline staff? Did you ever regret bringing a leader to the gemba?
More importantly, what have you done to help better prepare executives for these moments?
Let's discuss how we can equip leaders to approach gemba with respect, empathy, and a mindset focused on learning — not just performance optics and social media imagery.
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what are some ways you’ve seen that actually work to help leaders get ready for these gemba walks? How can you make sure they really engage with the team instead of just going through the motions?”