The following question was posed on LinkedIn Answers: 'The winning team is always the best team.' Would you make changes in your already winning strategies to increase your returns? We need look no further that Toyota's recent turmoil for insight into winning and the need for change. Toyota's growth over the last decade is a blueprint for winning. They've increased their world market share and are now the dominate force in the automotive industry. They own the hybrid, the fuel economy and luxury markets, they have the highest resale value, and they're the most reliable cars on the road. It would seem that their strategy is working. Or it was working, up until a few weeks ago. So what happened? How does a seemingly unstoppable giant suddenly become a top news story?

In 2007 a 70-year-old California woman was killed when her Toyota Camry accelerated and plunged over a cliff. In 2008 Toyota received information on 26 incidents involving defective accelerator pedals in Europe. In August of 2009, a family of four was killed shortly after placing a 911 call from the Lexus they were driving exclaiming, "...our accelerator is stuck...there's no brakes... we're approaching an intersection... hold on and pray." Hundreds of other reported incidents are coming to light (click for more information). The root of Toyota's catastrophic failures arise from an attitude reflected in the above mentioned LinkedIn question, namely "Would you make changes in your already winning strategies to increase your returns?"

Returns. Is that the essence of winning in business - the bottom line? One need look no further than the accounting scandals of Enron and WorldCom, or the arguments posed for bonuses paid to the executives of failing company AIG, for the answer. The problem is that "The winning team" is always comprised of people! The question shouldn't be "Are changes justified if they can increase returns?" but rather "Will people benefit from change?" The reality is, Toyota didn't institute change for the very reason that, not only would it not increase returns, but it would decrease them. Had they asked whether change would benefit people, not only would they have avoided the inevitable financial crisis headed their way, but lives would have been saved!

As a leader, I challenge you to work to impact the consciousness of your organizations. Help create a culture of care and concern rather than one of greed and self-gratification. Winning is about people, not prizes. And change is justified, even on winning teams, when it benefits others.