Are Your Systems Intentional or by Default?
Sep 20, 2025
As leaders, it’s easy to look downstream when things go wrong. Missed deadlines? Must be the team. Customer complaints? Must be the frontline staff. Low morale? Must be the people not “getting it.”
But more often than not, the real problem isn’t the people; it’s the systems upstream.
You Have Systems (Whether You Realize it or Not)
Maybe you’re thinking: “We’re not really a systems organization. We’re more relational. We don’t need systems.”
Here’s the truth: you already have systems.
If you start your day by checking email, putting out fires as they pop up, and heading home stressed at night… congratulations. That’s a system. It may not be a good one, but it’s a system, nonetheless.
Leadership author James Clear, in his bestselling book Atomic Habits, says: “You do not rise to the level of your goals. You fall to the level of your systems.” In other words, good intentions won’t carry the day; consistent systems will.
Systems by Intent or by Default
You either have systems by intent or by default.
- Default systems are the ones that just “happen.” How your team communicates, how decisions are made, how crises are handled. Nobody planned them, but they exist.
- Intentional systems are designed with purpose. They’re repeatable processes that make success more likely.
Craig Groeschel, leadership podcast host and pastor, often says: “Successful people do consistently what other people do occasionally.” Systems are how you make consistency possible.
Examples of Effective Systems
Here are a few systems that great leaders and organizations use:
- Communication Systems
Patrick Lencioni, in Death by Meeting, points out that the rhythm of meetings shapes an organization’s health. Daily standups, weekly tactical meetings, and quarterly off-sites aren’t just meetings; they’re systems to keep alignment strong. - Jim Collins, in Good to Great, describes how great companies create disciplined decision-making processes. Instead of chasing shiny new ideas, they filter decisions through their “Hedgehog Concept” system to ensure focus on what they do best. This one takes a little more explanation.
It’s built around a simple idea: a hedgehog does one thing really well; rolling into a spiky ball to protect itself. Collins says great companies, and leaders, do the same by focusing on the intersection of three circles:
- What you are deeply passionate about.
- What you can be the best in the world at.
- What drives your economic engine (sustainable resources/profit).
When leaders run decisions through these three circles, they avoid the distraction of chasing every new opportunity. Instead, they build consistency, discipline, and focus.
- Onboarding Systems
Disney’s “Traditions” program is world-famous. From the very first day, every cast member is immersed in the values and culture of excellence. That’s not an accident; it’s a system for embedding culture. - Personal Productivity Systems
David Allen’s Getting Things Done (GTD) methodology is a classic system for leaders. Capture everything, clarify the next action, organize it, review it, and engage. Thousands of leaders have reduced stress and improved performance by simply following this system. - Continuous Improvement Systems
Toyota popularized Kaizen, (You may remember I wrote a whole blog about this that you can find on my website.) a system of constant, incremental improvement. Every employee is empowered to identify problems and propose solutions. This isn’t about heroic effort. It’s about a system that makes improvement inevitable. - Feedback Systems
Netflix is famous for its culture of candor. They built feedback into the system, not just annual reviews, but ongoing, open dialogue. That system creates innovation and trust. Here’s the challenge. Not every employee welcomes constructive feedback that challenges them to strengthen their skills. Here’s my advice. GIVE IT ANYWAY. It’s our job as leaders to help people get to the next level. - Innovation Systems
Google’s “20% time” gave employees permission to spend part of their workweek experimenting. Products like Gmail came out of that system. It wasn’t luck. It was structured for innovation.
Better Outcomes Require Better Systems
Here’s the bottom line: if you want better outcomes, you need better systems.
Stop blaming the people downstream for what the systems upstream are producing. Instead, step back and ask:
- What outcome do I really want?
- What system would consistently move me closer to it?
- What default system do I need to disrupt or replace?
Here’s Your Challenge
As you reflect this week, ask yourself:
What systems do I want to create to get the results I want?
Don’t leave it to chance. Design the systems upstream and watch your people thrive downstream.