6 Strategies to Coach Your Employees to Succeed

Coaching is a difficult skill for many leaders to acquire. It’s vague and slow. Leaders tend to want to move quickly toward defined goals, reach those goals, and immediately move on to the next set of goals. Coaching is frustratingly elusive to understand and seemingly convoluted in the doing; it is much easier to direct than to guide.

Coaching is the process of preparing your employees to succeed. It is an ongoing, two-way process that involves using constructive, consistent feedback to reinforce positive behavior, resulting in improved performance.

You develop leader/coaches the same way you coach; by helping them discover what coaching is. Leaders need collaborative and engaging style management. This approach focuses on developing employees in order to achieve business results rather than managing their every move. The mindset of the coach is to create an environment that fosters learning, independent thinking and opportunities to contribute.

Coaching isn’t about telling people what to do but guiding them to uncover their own answers and build confidence. If you want to level up your coaching skills, try these six strategies.

1. Stay curious

Great coaches are insatiably curious. They ask thoughtful, challenging questions that encourage individuals to think critically. Resist jumping to conclusions or making judgments. Instead, stay curious, ask open-ended, probing questions, and let the employee do most of the talking.

2. Listen for intent

The most effective coaches are active listeners. Active listening requires tuning out distractions to be fully present, observing nonverbal clues, and asking clarifying questions to gain a deeper understanding.

If you ask an employee how a project is going and their response is, “Fine,” don’t stop there. Follow up with deeper questions like:

•        What does “fine” look like?
•         What metrics show it’s fine?
•         What would it take to make the outcome amazing rather than fine?

These kinds of questions uncover valuable insights and help employees dig into solutions.

3. Hone your question-asking skills

Effective coaching pushes people to think outside their comfort zones. Strengthening your ability to ask powerful questions helps employees develop critical thinking and problem-solving skills. The most powerful questions are often the shortest, simplest ones. Asking, “And what else?” is a powerful strategy for helping individuals dig deeper.

4. Cultivate trust

Impactful coaching relationships are built on trust. Individuals must feel comfortable enough with a coach to be vulnerable. Maintaining confidentiality and providing psychological safety are essential to any coaching relationship.

5. Incorporate goal-setting and accountability

Coaching is about progress, and progress requires clear goals. Conclude each session with goal setting and follow up in subsequent sessions to track progress or redefine goals when needed.

6. Celebrate success

Committing to and following through on change is challenging. To keep coaches motivated and committed to growth, remind them to celebrate their achievements, regardless of how big or small they are.

Important coaching behaviors to emphasize are many: being open and honest, taking risks, empathy, reflecting, linking coaching and performance, asking open-ended questions, providing emotional support and supporting self-discovery. Coaches are role models for others. They are excellent listeners and communicators, providing perspective and encouragement while also setting high standards and expectations.

Coaching is one of the premier skills of a good leader, but one that is often overlooked. A leader whose goal is to help employees fulfill potential must be an exemplary coach. When you adopt a coaching mindset with your employees, you empower them to grow and give them the chance to feel heard. Staff who feel heard are more likely to be engaged in their work and committed to staying in their positions.

Lean Roundup #190 – March 2025

A selection of highlighted blog posts from Lean bloggers from the month of March 2025.  You can also view the previous monthly Lean Roundups here.  

 

Toyota Raku: Respect for People, Comfort, Ease, & Ergonomics - Mark Graban shares his experience to a Toyota plant that focused on raku–making work easier, more comfortable, and more accessible for all team members–reinforces its deep commitment to respect for people.

 

If It’s Not Simple, It's… - Pascal Dennis says breakthrough should be as easy as continually making & easy quick experiments, most of them yielding a negative result.

 

How to Recognize and Remove Waste in Your Organization - Alen Ganic explains why learning to see waste is crucial for both individuals and businesses.

 

Legend – Bruce Hamilton shares the impact and learning from Dr. Shingo and his visit to Bruce’s Watertown, MA factory in 1989.

 

What if we could eliminate fear in the workplace? - Glenn Whitfield discusses the benefits of a workplace and what can be accomplished when we eliminate fear.

 

How to Grind Your Organization to a Standstill—Part 1 & Part 2 - Christoph Roser shares a sarcastic post on how to bring your organization to a standstill… not because he wants that, but so you can see what NOT to do to in order to improve your organization.

 

Has OpEx/Lean Gone Wrong? – Pascal Dennis says we must look outside the relatively predictable world of Operations, and into the volatile, uncertain, complex and ambiguous world of the customer.

 

How to Ensure Long-Term Sustainability of Operational Excellence Efforts - Daniell Yoon explores key strategies for ensuring the long-term sustainability of operational excellence initiatives.

 

In Order to Compete, You Need to Learn to Cooperate - Christopher R Chapman shares video regarding how the drive to compete adversarially has overtaken the ability to work cooperatively.

 

Hoshin Kanri as a Foundational Piece of a Lean Management System - Jeffrey Liker and John Shook explain that hoshin kanri is more than a strategic planning tool—it’s a dynamic, socio-technical process that aligns organizations at every level through shared purpose, problem-solving, and continuous learning.

 

Three Faces of Lean Management  - Jeffrey Liker urges the lean community to move beyond tools and templates because lasting transformation requires integrating lean’s technical, social, and scientific dimensions while developing people who can learn their way forward.

 

Why Great Leaders Share Responsibility Instead of Throwing Others Under the Bus - Mark Graban describes true leadership is about standing together, not standing apart when challenges arise.

Lean Quote: Growth and Development of People is the Highest Calling of Leadership

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 growth and development of people is the highest calling of leadership."  — Harvey Firestone

Every leader has two jobs. Your job is to help the team succeed by accomplishing your mission. That's the job that gets the most attention, but your other job is just as important. Your job is to help your team members succeed, too. "Succeed" means doing a good job, developing skills, earning autonomy, growing, and much more. Neither job is "the most important." They're equally important, and often support each other if done well.

Developing people means challenging people. But just issuing challenges isn’t enough. You must also teach a systematic, common means of creating solutions and meeting those challenges.

The best way to develop employees is not to manage them. You need to coach them to success. This is a process of developing their skills and providing them specific feedback to meet high standards. Employees want to be on the same team with their bosses.

To get people across an organization to systematically work on improvement every day requires teaching the skills behind the solution. And for that to happen, their leaders and mangers also need to practice and learn those skills. Be their coach and lead the team to success!

Your role as a leader is to develop talent to the highest levels of independent and autonomous thinking and execution. Great leaders don’t subscribe to a “Do-It-For-You” methodology of talent management, rather they lead, mentor, coach and develop team members by getting them to buy-into a “Do-It-Yourself” work ethic. Great leaders view each interaction, question or even conflict as a coaching opportunity. Don’t answer questions or solve problems just because you can, rather teach your employees how to do it for themselves. If you make it a habit of solving problems for people, you simply teach them to come to you for solutions at the first sign of a challenge.

Good leadership is not reflected in the leader’s actions, it is reflected in the impact and effect of those actions on the team. A leader should adapt to the environment and what the team needs today without losing sight of what will be needed tomorrow and always preparing for that moment when he or she will no longer be there. Guaranteeing the growth and sustainability of the team and the individuals that comprise it beyond the leader’s time is the ultimate trait of a great leader. In fact, the true success of a leader can not be measured without considering the results of the succession plan.

Lean Tips Edition #313 (#3721 - #3735)

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 #3721 – Leadership is a Crucial Driver of Teamwork.

For teams to work effectively, objectives need to be clearly defined. Competing projects and responsibilities pull most team members in different directions.

For example, leaders in the manufacturing industry can often be stationed on the factory floor, where they may not have easy access to company-wide communications. This can lead to a disconnect between their team and overarching company goals.

It’s up to leaders to set the bigger picture so they can set priorities. Ensure leadership is involved in internal comms planning so employees at all levels across multiple teams can understand the overarching company goal towards which they’re working. If all team members understand their place in the bigger picture, it will help motivate and align their efforts towards a common goal.

Lean Tip #3722 – Have a Clear Organizational Purpose

Every member of a team should be clear on what the long-term goals of the company are. This ensures the team projects are purpose-driven and valuable, have clearly defined and measurable objectives, and that everyone on the team moves in the same direction.

Having a purpose-driven team impacts engagement levels, productivity, and innovation. When team members have a clear understanding of why they’re doing what they do, they are more likely to feel motivated and inspired to work towards that purpose.

If your company doesn’t have a clearly defined purpose or mission statement, now is the time to create one.

Lean Tip #3723 – Set Clear Team Goals

When you're talking about improving teamwork in the workplace, the importance of clearly defined objectives can't be overstated. Teamwork is basically impossible in an environment where no one is sure what the team is working toward. You need to be sure that everyone on every team is on the same page.

To help with this, you can establish team processes that guide behavior and decision making towards meeting your goals. Whether that means letting other project members know the status of your work, or always speaking up if you see a problem that could affect the team’s success, setting clear expectations helps team members work better together.

Lean Tip #3724 – Talk Less, Listen More

There will always be give and take on teams, but the giving and the taking eventually has to balance out, or resentment will build up, and work will slow down. Ensure your company culture rewards listeners as much as speakers and sets a good example by being a listener yourself.

You can also give those whose ideas and opinions would ordinarily be drowned out a voice by encouraging people to share outside of team meetings.

Encouraging a culture of listening will not only have a positive impact on teamwork but on the workplace in general as it will make employees feel valued and increase engagement between team members.

When team members feel heard and their opinions valued, they’re more likely to contribute and collaborate effectively. So next time you’re in a meeting or brainstorming session, remember the age-old adage: it’s better to listen than to speak. Your team will thank you for it.

Lean Tip #3725 – Ask Team Members for Feedback 

Knowledge is power, so if you want to know where your workforce is when it comes to teamwork, why not just ask them? Soliciting feedback doesn’t have to be complicated or time-consuming.

Open and honest feedback is a vital cog in the teamwork wheel, especially for frontline workers. If team members feel they have a safe space to share their thoughts and concerns, even when they're out of the office loop, they’ll likely be more engaged and willing to contribute their ideas in future. This can help to guide future team-building processes and be part of your employee engagement strategy.

Lean Tip #3726 – Lead By Example

Leaders should lead by example, embodying the desired organizational values and behaviors. Their commitment to continuous learning, adaptability and a positive cultural shift serves as a powerful model for employees, inspiring them to do the same. This establishes a solid foundation for leadership development, change management and cultural transformation initiatives.

Lean Tip #3727 – Enable Your Employees

Shift your thinking from “managing” employees to enabling them. Ask them these two questions and evaluate where to go from there. The first is, "What do you need to grow your career to develop as a professional?" And the second, "With the help of your manager, what can be done to lower internal and external barriers that prevent you from achieving your goals, both personally and professionally?"

Lean Tip #3728 – Show Empathy

Cultivating empathy for others is a highly effective way to create a more compassionate and understanding workplace, ultimately leading to better leadership, smoother change management and successful cultural transformation. Building emotional intelligence helps everyone to understand and connect with their team members, understand different perspectives and build trust.

Lean Tip #3729 – Provide Learning Opportunities

If you want to transform your organization, you need to transform individuals. As employers, creating a learning organization is crucial for skills development and business success. The first point is to offer learning opportunities in the flow of work; you can blend formal and informal resources to make sure every learner profile puts their finger into lifelong learning.

Lean Tip #3730 – Create A Psychologically Safe Work Environment

Create an environment of psychological safety where team members feel safe speaking up, disagreeing, making mistakes and taking risks. This leads to a stronger culture of trust, encourages diverse perspectives, minimizes failures and encourages growth. The most effective way for leaders to create a safe team environment is to lead by example—by exhibiting vulnerability and trusting themselves.

Lean Tip #3731 – Support Middle Managers With The Skills And Tools To Lead

Empower middle managers with the right skills and tools to effectively implement change initiatives and act as key influencers in shaping the organizational culture. Their role is pivotal in ensuring that the organization's vision is effectively executed on the ground and that employees understand the why behind it and are inspired to grow and make an impact.

Lean Tip #3732 – Encourage Collaboration

Collaborative teams are more functional and effective. Leaders can encourage collaboration by being transparent and communicating often with their teams. The more information teams have, the more they can align their workplace activities with organizational objectives.

They can also create a collaborative culture by asking for input and listening to what their team has to say. This type of listening environment inculcates innovation and creativity.

Lean Tip #3733 – Stay Adaptable and Open to Change

Today’s business environment is rapidly changing. To be a good leader, you need to be flexible and willing to change course quickly when necessary. This has been especially apparent in the past few years. From the pandemic to generative artificial intelligence (AI), businesses have had to embrace change and find innovative ways of doing business to remain competitive.

Leaders can bring flexibility to their positions by being willing to learn from experiences–both their own and those of others. This characteristic allows them to pivot to better practices as well as identify and mitigate risks others may not notice.

Lean Tip #3734 – Focus on Continuous Learning and Improvement in Your Personal and Professional Life

Society, and by extension, business, is changing faster than ever. Leaders need to be able to learn new skills and continuously grow and develop personally and professionally. To make effective decisions, leaders have to stay updated on industry trends and understand all of the complex issues in their sector. Whether it’s through conferences, courses or advanced degrees, you’ll need to commit to lifelong learning to help your organization remain competitive in today’s marketplace.

Lean Tip #3735 – Take Initiative

Leaders don’t wait to be told what to do. They see what needs to be done and do it. Demonstrating initiative is a great way to be a better leader in the workplace. You don’t have to wait to be officially recognized as a leader to start taking the initiative.

Another characteristic of people who demonstrate initiative is that they recognize opportunities others overlook. Deeply understanding what your organization does will help you turn challenges into opportunities. 

Focus on the Vital Few for Better Outcomes

Productivity isn’t necessarily about how many things you get done every day, but rather how many of the right things — the things that add the most value to your customers and your business — that you accomplish. Considered in a slightly different way, sometimes what you don’t do is just (or more) important than what you do!

The reality is that we live in a world where almost everything is worthless, and a very few things are exceptionally valuable. Some things we do yield very little benefit, while others produce huge results. The whole concept of differentiating the “trivial many” from the “vital few,” prioritizing those few projects or tasks that truly will make a difference is both challenging and refreshing. It forces us to identify and focus on those things that are essential, eliminating or deferring those that are non-essential, and then committing the time and other resources to accomplishing those that are truly beneficial and of significant import.

I think there are a few things we can all agree on:

• We never have enough resources (time, money, energy, effort) to accomplish everything we want or need to
• We can never finish everything we have on our to-do lists.

It’s human nature to focus our attention on the things where we don’t have to invest a lot of resources, just to say we’ve accomplished something. And it’s the same thing with our to do list — we tend to go to the simplest tasks on the list, the low-hanging fruit, because we like the sense of accomplishment that we get from scratching the item off the list. But is this the most effective use of your limited resources, and will this give you the results you want and need?

Back in 1906, Italian economist Vilfredo Pareto identified that 80% of the wealth of his country was controlled by just 20% of the people. Using these findings as the basis for further study, Joseph Juran, an innovator of the Total Quality movement and the Six Sigma concept, published a universal principle in his 1951 book, “The Quality Control Handbook,” that he called the “vital few and trivial many.” Juran’s observation was that, in almost everything, a few (20%) are vital and many (80%) are trivial, a concept now widely known as the Pareto principle.

Given all of the rapid changes and increasing distractions organizations face today, individuals must be able to focus on those things that offer the greatest advantage to the organization. The clearer the priorities, the easier it will be for people to focus their energies on what really counts.

First and foremost is identifying which results are most important to you, both personally and professionally, and recognize those activities that are more vital than trivial. Some might simply call this a prioritization process, but it really goes deeper than that.

As a leader, for example, of all the things you do, only 20% really matter, and these produce 80% of your results. Identify and focus on this 20%, and when the fire drills of the day begin to sap your time, remind yourself of the 20% you need to keep focus on. If something on your schedule or to-do list has to slip, if something isn’t going to get done, make sure it’s not part of that 20%.

The Pareto principle isn’t an ironclad law or a panacea for success, but it is an excellent tool to help keep you focused on the things that are the most productive and beneficial that offer the highest paybacks and returns and driving your resource investment strategy.

You can’t do everything. So, you have to focus. Since you can’t do everything and if you ever could, your customers wouldn’t believe you anyhow, then you need to focus on something that you do well, that people want.

You get results based on the things you focus on most intently. Regardless of how many things you want to accomplish, you must focus on the most important and let other things — which in the right context may be very good things — go by the wayside.

Pareto's Principle, the 80/20 Rule, should serve as a daily reminder to focus 80 percent of your time and energy on the 20 percent of your work that is really important. Don't just "work smart", work smart on the right things.

If everything is important, then nothing is important. Do fewer but better things. Because the person who tries to achieve everything ultimately accomplishes nothing. Focus. Focus. Focus.

Lean Quote: Leading with Integrity

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 supreme quality of leadership is integrity."  — Dwight Eisenhower

One of the keys to a positive and productive work environment is having leaders who act with integrity. Integrity in leaders refers to being honest, trustworthy, and reliable. Leaders with integrity act in accordance with their words (i.e. they practice what they preach) and own up to their mistakes, as opposed to hiding them, blaming their team, or making excuses. Integrity also involves following company policies, appropriately using company time and resources, and respecting one’s colleagues and direct reports. It is important to remember that a leader’s behavior reflects not only their own reputation, but also on the reputation of the organization.

Integrity gets lost…one degree of dishonesty at a time. There are no varying degrees of integrity. A leader is judged to have integrity or not based on what is seen. Minor lies can become a major problem. As minor as lies may seem, employees do not forget integrity mistakes.

In assessing your level of integrity, ask yourself the following questions:

1.    I always act with positive intent

2.    I do not avoid answering questions truthfully, even when the issue is tough ex. layoffs

3.    I own up to my mistakes and take steps to not repeat them

4.    I am willing to say what I’m thinking, even when I’m in the minority

5.    I treat others fairly and respectfully regardless of position/title

6.    I lead by example

7.    I always fulfill my promises/commitments

8.    I’m respectful of others’ time and am always punctual

9.    I call others out when the work values are not supported

10. I don’t make excuses for poor behaviors or actions displayed by myself or others

11. I address disruptive behaviors and conflict quickly and respectfully

12. I am not easily influenced by those more senior to me when things seem "off" and have the confidence to be true to myself

13. I encourage collaboration for the attainment of results

14. I make an effort to build a work culture that encompasses trust

15. I give credit when and where credit is due

When your organization has leadership committed to integrity, it can identify priorities and goals to measure improvement. This framework will make it easier to reference issues related to business integrity in your regular reporting as well as quickly address any issues as they arise. This is a culture that will permeate throughout the organization, influencing your internal reward structures, interactions with customers and suppliers, and your relationships with investors.

10 Ways to Adopt a Lean Culture Today

Building a Lean culture is not an easy task. A Lean culture starts with managers who understand and believe the implications of the system’s view and know the necessity of serving customers in order to succeed. The result of that understanding is a culture where a positive internal environment and the creation of delighted customers go together. It is a culture that naturally emphasizes continuous improvement of processes, one that results in a healthy workplace, satisfied customers, and a growing, profitable company.

The best leaders understand the present is nothing more than a platform for the envisioning of, and positioning for, the future. If you want to lead more effectively, shorten the distance between the future and present. Inspiring innovation and leading change call for more than process– they require the adoption of a cultural mindset.

Implementing Lean Thinking is a cultural change that requires leadership…because in the end it’s all about people. Here are 10 things your leadership can do right now to change the culture:

1. Define Your Vision and Values

A clear vision and values can guide your organization. A vision statement shows how your company sees itself in the future, complementing the mission and values you've developed. Your vision should describe your purpose, goals, and ideal state. Your values should reflect your principles, beliefs, and expectations. Communicating these throughout the business:

•           Gives employees information about why and how to optimize company processes or protocols
•           Helps employees understand the value of their specific contribution, which builds feelings of appreciation

2. Leaders Must Lead the Way

The leadership of the company has a significant influence on the company culture. For this reason, the leaders must be the ones to lead the way, open the conversation, and make examples. An important point here is that leaders in Lean manage the work, not the people. Focusing on workflow management will also create an environment of shared leadership, where everyone collectively contributes to the end result.

3. Challenge the Process

Continuous improvement encourages teams to question the status quo, seeking ways to optimize processes and minimize waste. They use Lean Thinking to look for innovative ways to improve the organization. In doing so, they experiment and take risks.

Don't miss the opportunity to identify the actions you need to improve the improve the process, while also being open to the knowledge and skills you need to develop. Challenging the process, particularly by searching for opportunities and experimenting and taking risks, is a key behavior to adopt in a Lean culture.

4. Eliminate Fear of Failure

Experiments will not always bring exceptional results. Not every new idea will be a winning move. For this reason, in a Lean culture, it is essential to show tolerance to failure. Otherwise, extreme criticism can create fear in your people and block experimentation.

A Lean culture is a learning culture, so it is of great importance to extract learnings from failures as much as from successes. Promote small-batch testing to minimize potentially harmful results from unsuccessful experiments. Also, as a company leader, make sure to speak openly about your failures and the learnings from them to give an example of how they should be analyzed and built on.

5. Empower Employees

Empowering employees is a key aspect of a Lean culture. This means giving employees the authority and resources they need to make decisions and improve processes. By empowering employees, organizations can tap into their knowledge and experience and create a culture of continuous improvement. This can be achieved by providing training, coaching, and support, and by creating a culture of collaboration and teamwork.

6. Train Employees

Training in Lean is essential for employees to understand how they are expected to work in the new culture. This cannot be a one-off activity though. Ensure they are taught specific Lean philosophies and Lean tools and supplement this with periodic training to help them stay current with the latest developments in Lean methodology. Leaders can go a long way to reinforce training by talking to employees about the training they have attended and how it has enabled them to be better practitioners of Lean.

7, Foster a Learning Environment

Continuous improvement depends upon employees learning and choosing to optimize their performance. In a Lean culture, company leaders help every employee continually learn new skills and advance their careers. This commitment to development usually encourages employees to be proactive about continually improving organizational processes. Strategies for fostering an environment of continuous learning and improvement include:

•  Developing internal training opportunities, such as courses or job shadowing
•  Sending employees to industry conventions, workshops, or conferences
•  Providing ways for employees to make suggestions about their department or the company
•  Soliciting anonymous feedback about aspects of the organization

8. Make Change Everyone’s Responsibility

Continuous improvement requires the participation of everyone in the organization. This includes the executive suite, management, and line workers. The continuous improvement program becomes effective when employees are engaged in developing the culture and are proactive in identifying areas for improvement. To do this, everyone should understand their role and contribution to the company’s continuous improvement program. Only by “rowing” together can the goals of the improvement program be achieved. Part of working together on this effort is sharing the responsibility of the program across the entire organization.

9. Create New Habits

Creating a continuous improvement culture requires changing people’s habits. Habits are the set of things that people do subconsciously on a daily basis. They are in fact very difficult to change. Part of the challenge of starting and sustaining a continuous improvement program is identifying a set of desired behaviors and continuously reinforce them. This can include training and retraining employees, helping people understand when their behaviors are misaligned with the continuous improvement efforts, and giving positive feedback to those who exemplifies the desired behaviors.

10. Celebrate success

Continuous improvement is hard. It requires employees to critically think about their work and examine potential ways of improving it. As your continuous improvement program begin to gain more momentum it is important to remember the people who make it possible. One way of sustaining the process is to regularly share success stories and recognize those involved. Many employees take pride in their work and are intrinsically motivated to improve them. They are simply looking for recognition and praise for a job well done.

Constant change is a business reality, and organizations must continually adapt to their environments to stay competitive or risk losing relevance and becoming obsolete. For each change, leaders must define it, create a vision of the post-change world, and mobilize their teams to make it.

Fundamentally, a change of culture occurs when people start behaving differently as a result of a change in the climate of the organization. There are many different models of how an organizational culture is shaped by the prevailing climate and how it can be assessed.

Leaders who protect the status quo through control must surrender to change in order to secure the future for their organization. Don’t be the leader who rewards herd mentality, and me too thinking. Don’t be the leader who encourages people not to fail or not to take risks. Be the leader who both models and gives permission to do the exact opposite of the aforementioned – be a leader who leads.

Lean success requires a change in mindset and behavior among leadership, and then gradually throughout the organization. So it follows that success in Lean implies a change in what leaders reinforce—a change in leadership behaviors and practices. Change begins when leaders start acting differently. It’s that simple (but not that easy).