The Power of the Minimum Viable Solution (MVS) in Leadership Development
As leaders, particularly in fast-paced environments like Chick-fil-A, we often face the pressure to identify and implement the most efficient, polished solutions. Early in my leadership journey, I took pride in quickly arriving at what I believed was the “best” solution. It felt like the right approach: solve the problem, move forward, and optimize for efficiency. Coming from a background as an Innovator and Builder, I naturally leaned into this mindset.
But when I transitioned from the software industry to Chick-fil-A, I discovered something critical. While my solution-driven mentality worked well in a technical environment, the people-centric, fast-paced nature of Chick-fil-A operations required a different approach. It wasn’t just about solving problems—it was about developing others in the process. This realization gave rise to what I now call the Minimum Viable Solution (MVS).
Acknowledging MVS in Broader Use
Before diving into my adaptation of MVS, it’s important to acknowledge that the term "Minimum Viable Solution" exists in various industries. It’s often used to describe a strategy where a basic, functioning solution is developed to meet essential needs, allowing for future improvements(
Minimum Viable Solution)(Don't Think, Check!®). Whether in product development, security, or public service, MVS aims to deliver a workable solution quickly and iteratively refine it based on feedback(bookinglab)(OpenView).
However, my focus is on applying MVS principles to leadership development. While the broader concept of MVS is used in other contexts, my unique take centers around empowering younger leaders to contribute their solutions, even when their ideas might not be perfect. This approach builds trust and develops their decision-making abilities.
What is an MVS in Leadership?
An MVS in leadership is about letting go of the need to find the “best” solution every time. Instead, it’s about finding a good enough solution that empowers others to lead, learn, and grow. The goal isn’t to lower standards but to provide emerging leaders with the opportunity to make decisions and contribute to the solution—even if it’s not the choice I would have made myself.
I’ve found that stepping aside and allowing team members to implement their ideas creates an invaluable opportunity for growth. They gain confidence, take ownership of their decisions, and begin to understand the weight of leadership. By doing this, I’m investing in their development as future leaders rather than merely solving today’s problems.
The Shift in My Leadership Approach
When I started at Chick-fil-A, I was still very much in the mindset of identifying the best solution and executing it quickly—often on my own. But as I began working with younger, eager leaders, I noticed that while I was solving problems, I wasn’t allowing others the space to grow through the process. That’s when the MVS approach became a practical tool in my leadership style.
I began to give team members more room to implement their ideas, even if they weren’t the perfect solution. By allowing them to lead on non-critical decisions, I saw them grow in ways I hadn’t expected. It wasn’t that my solutions were always wrong; I wasn’t allowing others the opportunity to be right. This shift in mindset fostered a culture of trust, growth, and shared ownership within my team.
Why MVS Works in Leadership Development
Adopting the MVS mindset transformed my leadership approach in several powerful ways:
Building Trust Through Ownership: Allowing your team to take ownership of decisions builds trust. Team members feel their ideas are valued, which increases their investment in the outcomes. This trust forms the foundation of a strong leadership culture.
Growing Confidence Through Action: Leaders grow by taking action and making decisions. Giving them the freedom to execute their ideas, even imperfect ones, helps them gain confidence in their abilities. With every success or failure, they learn and become stronger leaders.
Focusing on Long-Term Gains: While it can be tempting to implement the most efficient solution every time, I’ve found that stepping aside in non-critical situations has long-term benefits. Allowing others to lead not only gives them valuable experience but also deepens the team’s overall capacity.
Prioritizing Collective Growth: Leadership isn’t about proving you’re always right. It’s about developing a team that can operate effectively without you having to provide all the answers. The MVS mindset fosters a culture where multiple leaders contribute, which strengthens the organization as a whole.
Applying MVS in Your Restaurant
If you're interested in trying the MVS approach within your Chick-fil-A operation, here are a few practical steps:
Identify Areas for Experimentation: Start by identifying areas where the stakes aren’t too high—maybe it’s how a shift is organized or a team meeting is structured. Let team members propose and execute their solutions.
Encourage Idea Sharing: When your team comes to you with a challenge, resist the urge to provide an immediate solution. Instead, ask how they would handle it. Give them the space to think critically and develop their ideas.
Celebrate Efforts, Not Just Outcomes: Whether their solution works perfectly or not, take time to celebrate the effort and process. What did they learn? How might they approach it differently next time? Reflection and feedback are key parts of leadership growth.
Follow Up with Support: After your team has had the opportunity to lead, follow up with encouragement and constructive feedback. Reinforcing the positives and helping them reflect on what didn’t work will build their leadership capacity over time.
Building the Next Generation of Leaders
At Operator Solutions Hub (OSH), my passion is helping Chick-fil-A Operators build high-impact, high-trust leadership teams. Through workshops, retreats, and the OSH System of Systems, I’ve seen how the MVS mindset can transform both operations and leadership development.
The MVS approach is about more than finding a quick fix—it’s about creating opportunities for others to lead, grow, and develop their skills. By embracing this approach, you’ll foster an environment where your team can thrive and contribute meaningfully to the success of your restaurant.
If you're interested in learning more about how OSH can help you develop your leadership team, let’s connect. Together, we can build a culture of trust, confidence, and growth—one Minimum Viable Solution at a time.
Mark Watkins is the Founder of Operator Solutions Hub (OSH) and brings extensive experience in developing high-performing teams at Chick-fil-A. Through the OSH System of Systems, Mark helps Operators build sustainable leadership teams and operational excellence.
