Lean Quote: Set the Standard; Create and Live the Vision of How a Quality Leader Acts

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"The quality of a leader is reflected in the standards they set for themselves."   —  Ray Kroc

Whether you realize it or not, if you're a leader, your employees are watching every move you make. Good leaders must lead by example. By walking your talk, you become a person others want to follow. When leaders say one thing, but do another, they erode trust--a critical element of productive leadership.

Leading by example sounds easy, but few leaders are consistent with this one. Successful leaders practice what they preach and are mindful of their actions. They know everyone is watching them and therefore are incredibly intuitive about detecting those who are observing their every move, waiting to detect a performance shortfall.

There are many ways leaders can set an example to others, but here are 15 of those ways.

1. Take responsibility. Blame costs you your credibility, keeps team members on the defensive and ultimately sabotages real growth. Great leaders know when to accept that mistakes have been made and take it upon themselves to fix them.

2. Be truthful. Inaccurate representation affects everyone. Show that honesty really is the best policy. Promote an office environment of truthfulness.

3. Be courageous. Walk through fire (a crisis) first. Take calculated risks that demonstrate commitment to a larger purpose.

4. Acknowledge failure. It makes it OK for your team to do the same and defines failure as part of the process of becoming extraordinary. We always learn more from mistakes than successes, provided we seek to understand the point of failure and eliminate that particular issue.

5. Be persistent. Try, try again. Go over, under or around any hurdles to show that obstacles don’t define your company or team.

6. Create solutions. Don’t dwell on problems; instead be the first to offer solutions and then ask your team for more.

7. Listen. Practice patience and try to not interrupt when someone is talking. Be attentive, make eye contact, nod and ask pertinent questions. Ask questions. Seek to understand. You’ll receive valuable insights and set a tone that encourages healthy dialogue.

8. Let the team do their thing. Stop micromanaging. Communicate the mission, vision, values, and goals. Then step back and let the team innovate. Setting this example for the team will encourage your other managers to do the same.

9. Take care of yourself. The more you take care of yourself, the more energy you will have and the better work you will do. Exercise, don’t overwork, take a break. A balanced team, mentally and physically, is a successful team. Model it, encourage it, support it!

Lean Roundup #183 – August 2024

A selection of highlighted blog posts from Lean bloggers from the month of August 2024.  You can also view the previous monthly Lean Roundups here.  

 

Toyota’s Self-Criticism – Bob Emiliani explains that companies have difficulty replicating TPS because most leaders at all levels have the preconception “whatever is, is right,” which makes them resistant to both external criticism and self-criticism.

 

From Commands to Collaboration: Lessons in Respectful and Effective Workplace Signage – Mark Graban takes a moment to examine two different approaches to communicating showing why clear and respectful communication is crucial Lean management.

 

What Makes a Great Sensei? – Pascal Dennis illuminates’ elements of the sensei mindset, at least in so far as he’s observed and understood.

 

Understanding the Pillars of Operational Excellence - Elise Miller explores the key pillars that form the basis of an effective operational excellence strategy.

 

How to Shift from Resource Focus to Customer Focus - Alen Ganic discusses the dangers of prioritizing resource efficiency over customer satisfaction.

 

Are You Keeping The Line Wet? – John Knotts talks about the phrase “keeping the line wet” means in a manufacturing context.

 

We’ve Stopped Punishing People for Mistakes. Now What? – Mark Graban explains the next step now that you've stopped punishing people for mistakes is to ensure that you're not just being nice, but truly kind.

 

Obeya Management: 10 Practical Tips to Create a Command Center for Success - James Morgan offers ten tips for getting obeya management right based on his experience with hundreds of projects across various industries.

 

Lean Consultants Adrift – Bob Emiliani says Lean consultants suffer from groupthink and would be wise to reflect on a series of questions to change this.

Lean Tips Edition #304 (#3586 - #3600)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3586 – Build a Strong Company Culture

Working at a company can be much more enjoyable when you believe in its core values and enjoy engaging with the employees. Strong engagement and company culture can make it easier to get along with other employees. It makes employees feel enthusiastic and excited to show up to work every day.

Create and join committees that encourage employee involvement. For example, you can start a committee that regularly hosts activities and games for employees to help team members get to know each other and strengthen connections.

Lean Tip #3587 – Give Employees a Sense of Purpose in their Work

Humans have a deep-seated need for meaning in their work. It must have a purpose and be significant in some way. In modern times, having a sense of purpose is even more important for employees. 

When people feel that their work matters, they are more motivated and they are more fulfilled. It’s possible for an employee to find purpose in any work. The managers and executives need to provide the connection to that purpose. When employees are shown how their work benefits others, they feel proud of their contribution and feel a sense of purpose.

Lean Tip #3588 – Foster a Team Atmosphere

One of the best ways to improve company culture is to start thinking of everyone as part of the same team. They aren’t groups of people who work at the same place. Everyone is on the same side and is working toward the same goals. 

When all effort is applied toward common goals, the result will be exponentially better than when individuals are each working toward their own goals. The entire company will be more successful, which translates to success for all team members.

Lean Tip #3589 – Ask Employees for their Feedback

Give employees a platform where they can share their opinions. Managers and company executives should be open to listening to employee ideas for improving the workplace, reducing conflicts, and how to improve the company culture. 

Many companies hold town hall meetings where ideas can be discussed between management and employees. Not all employees want to discuss their concerns in front of the entire company; they should be able to approach anyone on the management team to discuss their concerns.

Lean Tip #3590 – Encourage Collaboration Between Employees

A modern workplace culture that encourages collaboration is one that actively practices communication and sharing knowledge between teams and departments. This approach breaks down silos that may exist between different departments. 

Employees should be encouraged to speak to their fellow team members and their manager if they need help with their work. Waiting until they get close to or past a due date only puts the entire team under stress. Collaboration tools should be easy to access and use on the employee experience platform.

Lean Tip #3591 – Encourage All Employees to be Authentic

Everyone has a unique personality and way of seeing the world. No one who goes to work wants to be seen as just a number. There should be some standards around what acceptable behavior at work is, but employees should be encouraged to be their authentic selves. A positive employee culture shows employees they are appreciated for their authentic selves. 

The more employees feel accepted just the way they are, the more comfortable they will feel at work. Team members will be happier and more productive during work hours, too.

Lean Tip #3592 – Promote Workshops and Continuing Education Opportunities

Employees want to keep learning and developing. Giving them access to the funds and time to attend workshops and continuing education programs is one way to support their goals.

Skill building helps employees feel less stagnant in their careers while also improving their marketability if they choose to apply for another job. Meanwhile, employers benefit from these courses as they can develop a highly-skilled workforce.

Lean Tip #3593 – Foster Teamwork and Employee Engagement

Every organization requires employees to work together as a team to achieve certain goals and objectives.

One way to encourage teamwork is to prioritize employee engagement throughout the company. Whether it’s asking for feedback or encouraging staff to bring their ideas forward, engaged employees are vital to a successful team, business, and corporate culture.

Lean Tip #3594 – Get Workers Involved

A great way for business owners to spark employee engagement and satisfaction is to involve them in various aspects of the company.

This doesn’t mean giving staff more work but enabling them to assist with initiatives that help with business growth and workplace culture. One example is asking employees to participate in recruiting and employer branding efforts (i.e., employee spotlights on social media and company newsletters).

You can also encourage workers to participate in team-building activities that help them get to know one another.

When employees are actively involved in various company programs, it helps to improve the organization’s culture and transform it into one that is driven by employee engagement.

Lean Tip #3595 – Communicate the Excitement

Many people resist change. Even when things are not going well, given a choice between the status quo and trying something new, many will choose the path of least resistance. Communication is key to getting employees excited and engaged in the workplace. To feel part of the company culture, people need to understand it. There is no doubt about it—onboarding drives employee engagement. Communicate your company mission and values through a fun promotional campaign that helps reinforce your company’s mission and values to employees throughout the year.

Lean Tip #3596 – Create Opportunities for Growth Within and Outside Your Organization

Give employees opportunities to stretch, develop their skills, and take on new challenges. This involves making them interact with senior leadership, getting their insights on critical areas to gauge their leadership potential, etc.

This is vital because growth is not leadership growth is not linear and different employees can excel in one area and slag in other areas.

This could involve developing leaders, assigning them leadership roles in projects, leading teams on special initiatives, or delegating greater responsibilities.

Lean Tip #3597 – Promote a Culture of Feedback

Create a culture where feedback is seen as a positive tool for your leadership development plans, not criticism as part of creating a successful leadership development plan.

Do this by encouraging open communication, and constructive feedback exchange at all levels of the organization and a culture of psychological safety, where employees understand that they are free to speak up, collaborate, and learn from mistakes in a safe environment.

Lean Tip #3598 – Lead by Example (Be a Student, Not Just a Leader)

Leaders set the tone for the organization. When you lead from the front, it becomes easy for employees to buy into your initiative for growth and development.

Demonstrate the behaviors and characteristics you expect from your leaders. Your own actions and leadership style will have a significant impact on the development of others.

Some of the initiatives of leading by example include: enrolling in leadership coaching initiatives, mentoring high-potential employees, creating opportunities for growth, etc.

Lean Tip #3599 – Create a Strong Company Culture 

A job is no longer a job today. Our digital-first world and changing priorities mean people want to work for a company they can be proud of. Company culture is about setting expectations about how all employees and management should work. 

For example, positive company culture is a supportive and collaborative environment where senior managers listen to entry-level staff and consider their needs. 

If you make it your mission to develop people, you show each employee that they matter and create a positive culture.

Lean Tip #3600 – Adopt a Continuous Leadership Development Mindset

The most effective leadership development strategy will work toward cultivating a culture of continuous improvement over a formal program. This empowers your people to take the initiative with self-directed learning and an understanding that their training and goals should align with the company’s need.

Lean Quote: The Role of Work in Employee Mental Health and Wellbeing

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"If you're happy in what you're doing, you'll like yourself, you'll have inner peace. And if you have that, along with physical health, you will have had more success than you could possibly have imagined."   —  Johnny Carson

Gallup's latest State of the Global Workplace report finds that global employee engagement stagnated and employee wellbeing declined in 2023 after multiple years of steady gains. The result is that the majority of the world's employees continue to struggle at work and in life, with direct consequences for organizational productivity.

The lack of improvement in employee engagement and employee wellbeing is notable, as they follow multiple years of steady gains. The U.S. and Canada have the highest regional percentage of engaged employees at 33%, compared to the global average of 23%, with women in the region experiencing higher engagement (35%) than men (31%).

Gallup estimates that low engagement costs the global economy US $8.9 trillion, or 9% of global GDP — enough to make the difference between success and failure for the world's development goals.

Employee engagement is a significant factor in overall life experiences. Not all mental health issues are related to work, but work is a factor in life evaluations and daily emotions. Addressing employee mental health, in part, requires support for thriving in life and engagement at work.

The U.S. and Canada have the third-highest regional percentage of thriving employees at 53%, compared to the global average of 34%.

Per Gallup’s 2024 State of the Global Workplace report, managers play a key role in the wellbeing of workers.

Stress levels are high with 41% of the workers reporting that they are experiencing "a lot of stress" in the workplace primarily due to bad management practices.  Even leaders are feeling burned out "often or always" (25%), with 33% sharing they feel this way at least some of the time.

Key Findings Impacting Joy in The Workplace:

1.    20% of employees around the globe experience daily loneliness

• This number is higher for employees younger than 35
• Fully remote employees report loneliness at 25%
• Onsite employees report loneliness at 16%

Also, working adults are less lonely (20%) than those who are unemployed (32%) - building and sustaining relationships matters!

In-person interactions are a plus for building relationships, with remote interactions (phone, video, and texting) also contributing to one’s well-being.

What isn’t a surprise is that employees who report disliking their jobs have a higher tendency to experience daily stress and negative emotions. When work is found to be meaningful and healthy work relationships exist, there are fewer negative feelings and higher levels of joy in the workplace.

2.    When managers are engaged at work, non-managers are also more likely to be engaged.

3.    Managers drive engagement through goal setting, regular, meaningful feedback and accountability.

4.    When employees are interested in what they do, productivity and enjoyment levels are higher.

The global workplace has changed since 2020. The rise in hybrid work for remote-capable employees has made people management more complicated. Physical distance often translates into psychological distance, so this becomes a critical skill for hybrid and remote work. Most managers don't have a handle yet on effective hybrid and remote work management. It can be done, but it requires greater levels of intentionality and communication. When organizations increase the number of employees who are engaged at work, it improves a host of organizational outcomes.

How to Be a More Inclusive Leader

As the recent Gallup highlights many employees struggling with isolation and loneliness on the job.

Overall, Gallup found 20% of working men and women saying they felt lonely “a lot of the day” at work the previous day. That number ticked slightly upward among workers younger than 35, with 22% of employees in that age group saying they experienced loneliness throughout much of the previous day. Job level seemed to have little connection to on-the-job loneliness, according to Gallup.

The survey found that when managers are engaged employees are more likely to be engaged. I find that what leaders say and do makes up the difference as to whether an individual reports feeling included. And this really matters because the more people feel included, the more they speak up, go the extra mile, and collaborate — all of which ultimately lifts organizational performance.

Here are some ways we can become more inclusive in the way we lead our teams:

1) Make visible commitments

We need to be visibly talking about inclusivity and diversity and go beyond the rhetoric. Challenging the status quo is an important mindset to have if we are going to make inroads against the way things have always been.

2) Have a degree of humility

We cannot know all the answers, and there is no disgrace in saying we need help. If you make a mistake or don’t know, ask others for help and really listen deeply to those who may have ideas for us.

3) Be aware of any unconscious biases that may exist

We all have blind spots, so becoming aware of them helps us and others to deal with issues without them staying in the background. If we can identify what may constitute our biases, we stand a greater chance of moving away from poor judgement and getting better results.

4) Maintain a curious nature

Being open-minded and great listeners embody a good quality inclusive leader, and it’s vital that these aspects turn into strengths for us. Show empathy on a regular basis, building quality learning attributes that allow you to show quality attributes at all times.

5) Effective collaboration

Empower others, encourage them to share their ideas, pay attention to diversity of thinking and psychological safety, and focus on team cohesion. As an inclusive leader, you need to actively encourage everyone to share their ideas and to work together. A good way to start doing this is by asking for some help on something you're working on. If you lead by example and encourage team collaboration, others begin to follow.

Building a culture of inclusion isn’t like turning on a light switch. It takes deliberate actions, starting with you demonstrating inclusive leadership behaviors. There will always be ways to increase diversity. Culture is ever-changing and inclusive leaders want to ensure that change is positive for their workers, company and themselves. Becoming a more inclusive leader is an ongoing process that doesn’t end. The journey to inclusive leadership is not one you have to take alone. In fact, the more people who acknowledge and accept your ideas, the better.

Improve Engagement With One Meaningful Conversation Weekly

Employees in the U.S. continue to feel detached from work, according to research firm Gallup's most recent employee engagement survey. Only 33 percent of employees were engaged, while 16 percent of workers reported being actively disengaged according to the survey.

Gallup presents an insightful solution.

"A manager having one meaningful conversation per week with each team member develops high-performance relationships more than any other leadership activity," writes Gallup. The research firm says such conversations can be as short as 15 minutes.

One meaningful conversation per week.

In just five words, Gallup describes the biggest key to employee engagement, an emotionally intelligent habit that you can use to help make your employees feel needed, wanted, and motivated.

What does a meaningful conversation look like? After analyzing the data,

Gallup outlined the top five characteristics of what it calls "meaningful conversations," namely:

1. Recognition or appreciation for recent work.

2. Collaboration and relationships

3. Current goals and prioritization

4. Regular and brief sessions

5. Emphasizing strengths

This aligns with my beliefs and experience with 1-on-1 meetings. These 1-on-1 meetings are crucial to the success of your company. Think about it. 1-on-1 meetings are a tool used to help your employees succeed, which directly impacts how well your company performs. Without these meetings, you’d have directionless, disengaged employees — which isn’t good for team morale or accomplishing goals.

There are 5 ways your managers can improve their engagement when it comes to 1-on-1 meetings.

1. Don’t skip the 1-on-1

Rule number one of 1-on-1s: never skip them. It doesn’t matter how busy your management team gets. A 1-on-1 that’s regularly skipped or rescheduled indicates to the employee that they’re not a priority. And that fosters feelings of indifference, which can cause disengagement. Reschedule meetings if needed. 

2. Be prepared

Want to have a useless meeting? Well, if you don’t prepare before you come to the table, it’s more or less guaranteed to be — let’s be frank — a waste of time.

It’s obvious to an employee when their manager is unprepared for a meeting. And that reflects poorly on the entire company. It makes an employee feel like their manager doesn’t care, which has a devastating effect on their employee experience.

3. Actively listen

Listening may not come naturally to everybody. The 1-on-1 is a great opportunity to brush up on this skill. Remember, the 1-on-1 is all about the employee, so give them a chance to speak.

Start the meeting by asking how the employee is doing. This helps you understand what to focus on during the meeting. It also gives you a quick temperature check of how the employee is thinking or feeling.

4. Avoid status updates.

When a manager or team member says they don't see the value of effective 1 on 1 meetings, it's a virtual certainty they spend most of the meeting talking about projects and status updates. That's a huge waste.

For managers, it can be so tempting: they finally have a chance in an otherwise hectic week to talk to you about your work. If you're on a big team, this may be one of the few times they meet with you alone.

If they feel out of the loop, then they'll want to talk to you about projects to feel like they know what's going on.  It's also a super safe topic to fill the time, and avoid tough, sometimes uncomfortable, subjects that really matter.

5. Coaching

After going over the progress update, spend the rest of the time coaching. In order to do this correctly, it’s important for managers to understand their report’s motivations and long-term goals. That way managers can offer relevant advice and guide them in the right direction.

One important thing to keep in mind when coaching is making sure to ask open-ended questions so employees are mentally engaged. Don’t talk at them; that is not how anyone learns. Challenge them to think critically and solve the problem first before you offer a solution.

The key to good 1-on-1 meetings is doing them. Don’t worry if you don’t nail it straight away. There are many things you will learn along the way that are specific to your company and the individual humans involved. Regularly sharing your thoughts and feedback is your most powerful tool for making great 1-on-1s happen.

Employee engagement is critical to your organization’s success; give the weekly conversations and the tips above a try. Remember, you don't have to incorporate all five of these characteristics every time you meet. (Try focusing on one or two at a time.)

Lean Quote: Importance of Having Employees Who Love Their Job

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Choose a job you love, and you will never have to work a day in your life."   —  Confucius

When you love your job, you will see it as a choice and something that you like to do rather than a burden on your time; there will be many aspects that you genuinely look forward and you’ll have a strong sense of satisfaction when you achieve your goals or widen your skillset.

When you love a job, your work is more consistent, and focus is easier. When you find enjoyment in your work you are in a state of flow, you become more creative, focused and often think of ideas and solutions a lot faster.

As a result of better work, you will likely receive more benefits from your company and feel a stronger sense of contribution within your team. Having a happy work-life and love for your job can encourage healthier behaviors outside of the workplace and prevent physical and mental illness in the future.

Steve Jobs said that the only way to produce great work was by loving your job as this will lead to success in the workplace.

Importance of having employees who love their job:

• Better employee retention
• More positive representation of a company
• Quality of work is improved
• More cohesion and collaboration within the workplace
• Confidence that your employees care about their impact and the company
• Higher employee attendance numbers
• More positive work environment
• A place for better communication between colleagues

Having a work environment with colleagues who have a passion for their job is extremely beneficial to a company and its growth. One way a company can ensure their employees are happy is by regularly collecting employee engagement and happiness surveys, feedback groups, or 1:1s and implementing any ideas or correcting any issues. Employees will feel valued and listened to and in turn, this will likely lead to an increase in employee retention.

Whether you’re running a business or working within one, enjoying your work-life plays a big part in having greater happiness in your life as a whole. After all, we do spend most of our week working!