EP207 – The Perfect Circle: Why Models Matter

You are chasing perfection right now. A perfect team. Perfect processes. A flawless quality system. But here’s the uncomfortable truth: perfection doesn’t exist in nature. You will never find a perfect circle in the wild. And yet, that impossibility is exactly what makes it powerful.

I’m Juan Navarro, and this is the Advanced Quality Programs Podcast. Today, we’re exploring why models matter, why ideals guide us even when we cannot reach them, and how understanding this principle transforms the way you lead your organization.

#AdvancedQualityPrograms #TheQualityGuy #ThePerfectCircle

The Power of the Model

Think about it: a perfect circle is a mathematical concept. It exists only in theory. But engineers use it every single day. Architects design with it. Quality professionals measure against it. Why? Because it gives us something to aim for. It allows us to compare what we create with what could be.

The perfect circle is not about achieving perfection. It’s about having direction.

This is the foundation of every quality system you’ve ever implemented. ISO standards, Six Sigma, Lean Manufacturing—they’re all models. They’re perfect circles. They don’t exist in perfect form in any organization, but they point us toward excellence.

Now, let me ask you: What is the perfect circle in your leadership? What ideal are you measuring yourself against?

Here’s where most leaders stumble. They focus on operational models—the processes, the frameworks, the systems. But they forget the most critical model of all: their values.

Your personal value system is the perfect circle that shapes every decision you make. It determines the corporate culture you build. It influences how you respond to crisis. It defines what success means in your organization.

And here’s the key insight: if you’re not aware of your own values, you are leading blind.

Values and Corporate Culture

Let me break this down. Corporate culture is not just about having values written on a wall. It’s about shared beliefs, assumptions, and norms that guide how people actually behave.

Some researchers argue that setting values has become more important than setting goals. I agree. In today’s environment, the defining trait of a leader is the ability to lead through values.

But where does corporate culture come from?

Two academic traditions have studied this. Anthropology views organizations as cultures themselves—living systems with their own rituals and symbols. Sociology sees culture as something an organization possesses—something that can be shaped and changed.

Since the 1980s, researchers have asked game-changing questions: Can we measure culture? Can we change it? Does it affect the bottom line?

The answer to all three is yes. But only if you understand what you’re working with.

Most definitions agree on this: corporate culture is built around core values, often introduced by top leaders. It includes norms expected to be shared by all members. It reflects what works in your specific environment. And it defines what you aim to achieve—and why.

Here’s my working definition: Corporate culture is the shared values and beliefs of organizational members—specifically, beliefs about what works within the organization, and values about desired outcomes and the methods used to achieve them.

Now, some critics argue that practices matter more than values. I disagree. Practices without values are just habits. Values give practices meaning and direction.

The Leadership Challenge

So here’s your challenge as a leader:

You must be aware of your own values. You must understand the nature of your organization’s culture. And you must know how that culture aligns with the needs of your people.

This is not easy. Some question whether organizational culture can truly be assessed or changed. But most agree that cultivating a strong culture is complex—but essential.

When used effectively, corporate culture becomes a powerful medium for communicating values, setting business goals, and fostering employee engagement. It contributes directly to competitive advantage and long-term success.

Let me give you a concrete example. Think about Toyota. Their culture isn’t just about lean manufacturing techniques. It’s about continuous improvement as a core value. Kaizen is not just a process—it’s a belief system. Every employee, from the factory floor to the executive suite, shares the belief that small improvements matter. That’s a perfect circle they measure themselves against every single day.

Or consider a company in crisis. When values are clear, decisions become easier. You know what to protect and what to sacrifice. When values are unclear, every decision becomes a battle.

Role models help us give shape to these ideals. Think of that perfect season that inspires a team to win a championship without a single loss. Or the visionary leader who builds a seemingly flawless enterprise. These are aspirations—rarely true in full—but they offer orientation. They help us shape our plans and find our way back when we drift from what we truly want.

So let me bring this home for you. The perfect circle does not exist. But it matters because it gives you direction.

Your values are your perfect circle.
Your corporate culture is the expression of those values.
And your leadership effectiveness depends on how well you align the two.

Your Action Plan for This Week

Identify one perfect circle in your organization. What ideal are you chasing? Zero defects? Perfect customer satisfaction? Complete employee engagement? Name it.
Ask yourself: Is this ideal guiding your team forward, or is it paralyzing them with impossible standards? The difference between those two determines whether you are building a culture of excellence—or a culture of frustration.
Examine your own values. Write down the top three values that guide your leadership decisions. Then ask your team what values they see in your actions. Compare the two. The gap between what you think you value and what others observe is where your real work begins.

Remember: models matter not because they are achievable, but because they are aspirational. They give us something to measure against. They provide direction when we are lost. They remind us what we are building toward.

That’s it for today. In the next episode, we’ll dive into the shadow side of organizational culture—the toxic patterns that destroy even the best companies. You won’t want to miss it.

Thanks for rating my books: The Quality Mindset, Life Quality Projects, and Principles of Quality.

I’m Juan Navarro. This is ADQUPRO. Until next time, keep building excellence.