10 Traits of a Good “Team” Player

Highly empowered and effective teams are the key to compete in today’s world of high technology processes, six sigma quality, and continuous innovation. We all have roles in our organizations but it is the power of teamwork that makes our endeavors successful. It takes everyone working together on a common goal to be successful in Lean. Teams are the engines that deliver successful process improvements.

We’ve all been told the cliché that there is no ‘I’ in ‘TEAM.’ That boils down to the type of teammates we’re surrounded by. Teams need strong team players to perform well. But what does it take to be a part of a team? Here are 10 traits to become a better team player.

1. Selflessness

This is my No. 1 attribute to being a good team player. It should never be “me, me, me” or “I, I, I” but instead always be “we” or “us.” Every employee should be asking, “What can I bring to my team?” as opposed to “What can the team bring me?”

If we’re focused on individual goals all the time, we're not going to achieve anything as a whole. Instead, focus on team-oriented goals, even if one of those goals is that we all get better individually.

2. Communication

This means communicating with your managers and your colleagues. Technology is a wonderful thing, and it serves a lot of purposes, but a lot of times we rely on it too much. Put the phone down and talk face-to-face with your colleagues. Have a conversation with them. That can translate to better communication in the office, which is key to any successful team. Regular communication fosters collaborative interactions among leaders, stakeholders, and practitioners at all levels.

3. Accountability

Accountability is an agreement to be held to account for some result. You can assign accountability between yourself and others, but responsibility can only be self-generated.

Everyone is afraid to make mistakes, and people don’t want to be labeled the guy who makes mistakes, but we need to let it be known that it’s OK to fail a bit. It’s OK to make these mistakes and own up to them. Be accountable.

4. Passion

Passion is the driving force that enables people to attain far more than they ever imagined. Your energy is contagious and is easily shared. Passion will bridge moments of weakness, and will drive you past your failures while reaching for your goals. Passion radiates from you and is easily detected by others.

5. Confidence

It’s important to have confidence in yourself, but it’s more important to have confidence in your colleagues and your managers. Have confidence that your team members will bring their best to the team, and have confidence that together you will have great success.

Have confidence in your leader to bring the group together as a team and confidence in his or her leadership.

6. Be Respectful

No matter where you come from, or what your differences are, you have a common bond in that you’re on the same team. You have to put aside any differences that you might have and respect that person. Showing respect in the workplace is all about the relationship we develop with other people and how we value them. You guys are trying to achieve a common goal. You have to respect your colleagues enough to get there. You can’t be pulling in different directions on the rope.

7. Trusting

This has everything to do with trusting that your colleagues are going to do the right thing. Sometimes you see some colleagues trying to do too much or do someone else’s job, and they’re eventually hurting the team in general. Trust people to do their best and trust them to do it right. Allow them to make mistakes without retribution.

8. Positive Attitude

Having the right attitude can make the difference between success and failure. A positive attitude can motivate other people to change their negative thinking and come over to your side. Everything is possible with right attitude behind you to push you forward.

9. Dependability

You need to be a reliable person. It’s being committed to part of the team and buying in to what the team is doing. When you don’t show up, you’re letting the team down in a sense. You want to be that guy to rely on to show up and work hard every time.

10. Have Fun

Getting energized about work usually results from a couple things. Primarily if a work culture is fun to be in, it’s a place you look forward to going because the people (and leadership) are authentic, caring and fun. And teams that are energized with what they are doing get excited by the opportunities that a day may bring.

Organizations that cultivate a culture of teamwork generally outperform their more individualistic competitors. Frequently, this leads to a virtuous cycle of self-improvement, as success breeds enthusiasm, which breeds better teamwork, which breeds yet more success. For this reason, teamwork is important for creating a healthy, prosperous organization.

Lean Quote: Leadership is Action, Not Position

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.

"Leadership is action, not position." — Donald H. McGannon

Actions speak louder than words! An expression where doing what you say you will do is a greater determinant of behavior and character. People can say anything, but when what they say and do are contrary, it’s easier to judge by what is done instead of by what is said.

For leaders, action is one of the most important traits they can embody.  Taking action means getting things done.  It means seizing the initiative.  It conveys momentum, and energy, and creating something new, something that didn’t exist before.  And this excites followers and others who understand that going towards something is always better than sitting around staring at the wall.

The only cure for inactivity is action. That’s why the first step in creating a successful culture of execution is creating a bias toward action. People who make things happen need to be praised and rewarded. People who don’t should be coached to change, or weeded out. Failure cannot be unduly punished. Unless people feel free to make mistakes, they will not feel free to take bold actions.

People will usually listen to what you say, but they really pay attention to what you do. You can't say one thing and do another if you want to be effective as a leader. What you say is important. However if your actions are different than your words people will assume the actions are what is true.

In the end, taking action is simple.  You do or you don’t.  The hard part comes when we introduce doubt, fear, concern about what others will say (or not say) and the outcome being failure.  If you have a great idea, why not take action?  What will happen if you fail?  You’ll learn from the failure and perhaps, have even more great ideas.  You’ll also be taking action and not just merely talking about it.

 

Guest Post: How To Use Lean Visuals To Improve Performance

Today I am pleased to bring you an article from Mike Pedro, who blogs at Magnatag. Mike's shares 3 key ways to make the most of your Lean visuals from personal experience. A visual workplace supports employee engagement and continuous improvement.

Implementing lean visuals into your organization is one of the best things you can do to improve and motivate your team’s performance.  Visuals keep everyone on your team informed and thereby involved with daily operations. Gwendolyn Galsworth, an expert in lean visualization, says that the visual workplace is more than just surrounding ourselves with posters and signs, its about making the language of lean production visual. In her article, “The value of vision: the language of lean production is self-ordering and self-improving”, Galsworth elaborates upon this idea further, stating:

“A visual workplace is a self-ordering, self-explaining, self-regulating, and self-improving work environment where what is supposed to happen happens on time, every time, because of visual devices… There is one simple reason why a visual workplace is needed: People have too many questions”.

So you may be asking yourself, “If the purpose of utilizing lean visuals is to inform and motivate my employees, how can I ensure its working?” In an attempt to answer this question, we’ll cover some tried-and-true methods that can help you make the most of your lean visual system.

Keep visuals as close to their point of use as possible

Lean visuals are designed to be precise, coherent, and motivating. Yet if we fail to implement these indicators properly, their value quickly diminishes. Lean visuals should always be placed in an area that makes sense to your employees; if you plan to implement a safety display board within your production facility, you should display it in an area that sees a lot of traffic throughout the day. Employees will now engage with the board, thus creating a collaborative effort to keep your workplace safe. I’ve seen far too many safety managers simply tuck a safety display board within their own office—that simply does not work. Sure, it may be a nice visual indicator to have at your convenience, but it fails to be an active tool for engagement with your staff.

Ensure that your entire workforce is on board

If there was ever a surefire way to ensure the success of a lean manufacturing movement, this would have to be it. Leading a successful charge in lean production starts with employee engagement—you have to be able to establish a connection between management and employees—without that, you’re destined for failure. Leadership is truly fundamental when implementing a lean program. Perhaps the best way to establish this connection is by hosting a company meeting, laying out the foundation of your lean process, and allowing employees to express their questions and concerns. In turn, you may find dialogue open up in regards to the types of programs you are implementing, providing you with a more profound understanding of what needs to be done to guarantee the success of your lean process.

Set up a strong list of goals

Having lean visuals in your production facility is great, but you must have an idea of what purpose they will serve. The ultimate goal of implementing a lean program within your production facility is to improve upon company costs and manufacturing efficiency.  Setting up goals for your team not only provides you with an idea of how your lean program is preforming, but also serves as a motivating factor for every member of your team. Here’s a tip on setting up goals for lean production; your goals should always be believable, measurable, challenging, and set within a deadline.

The key to making the most out of you lean visuals isn’t having the best looking image or even having the highest-rated display board at your disposal—it’s all about preparedness. If you are not ready to implement a lean system in your factory, there is a strong likelihood that the processes wont succeed. Implementing a lean way of thinking into your production facility should be treated with extreme caution. If done poorly, a failed attempt at creating a lean environment could prove to be demoralizing step backwards for your company. So I urge you to precede with caution my friend; the journey into lean is one that is often traveled, but difficult to master.

About the Author: Mike Pedro joined the Magnatag Visible Systems team right after graduating from St. John Fisher College. He’s an expert when it comes to the ins and outs of scheduling, communication, productivity and lean visuals. He is also editor of Magnatag Insight (www.magnatag.com/blog).

5 Ways to Get Management Buy-in

This month Dr. Suresh Gettala writes about the Talking To the C-Suite About Quality in the monthly ASQ Influential Voices post. Management commitment is a “must” to any initiative. In fact, it is the driving force. Procedures, tools, and database are all useless if the management does not want to see an improvement culture in the organization. The employees of the organization will not care, if the management themselves do not show the attitude to follow the right path.

Getting executives in your company to want to support and then adopt Lean Thinking may be difficult but not impossible. We would all like to work at a company where the top people in the organization don’t just do Lean but live Lean but many of us work at a place where they don’t even necessarily do Lean. Since every company culture is different the way to get executive buy-in will be different. Here is a list of ideas to help you convince your management to start thinking Lean:

•  Show benefits 
If you can demonstrate how the approach will help the organization and the kind of benefits you can obtain, then you will catch the attention of your Senior Managers. To do this, Deployment Champions run a few improvement projects under no name in particular. They can then calculate the benefits using the finance community to validate them. Some benchmarking can also be done, showing what has been achieved in other similar organizations. Lastly you can highlight where your current problems are and then explain how Lean will help to address these issues.

•  Explain the concept and how to ensure success 
If you understand the concepts, then you have the knowledge to explain how Lean can benefit a company and how to set up for success. If you don't, then you could ask an expert to come and talk to your Senior Management group. 

•  Understand where it can help 
Identifying where to run your projects is vital in any deployment and even more so in the early stages. You must pick projects which are not so easy that any attention would have solved them, or projects which are so big it would be like solving world hunger. If you pick a meaningful project which brings great results both monitory and other wise then you can usually gain the attention of Senior Management and then move to a full deployment in your organization. Another problem we have been encountering is that businesses don't really know where there real problems are. They work on solving symptoms and putting out fires, they don't actually know where the root causes are. In this instance then, we would suggest obtaining a diagnostic of your business which would then tell you where to start in your program deployment.

•  Understand what motivates your Managers 
If you understand the motivations of your management team then you will know what buttons to press to get the concepts accepted. This might require some work and research and would include things like how they are measured, how their bonuses are made up, where they wish to take the company, what they believe the current issues are, what they know about the concepts and what they have tried in the past. If you work on these areas, your pitch to your Managers will be considered, have the right detail and will have a chance of working.

Gaining senior management buy-in is really about finding the right balance between the soft skills (knowing how to listen to them, how to anticipate their reactions) and hard skills (rock solid analysis, irrefutable facts, etc.). You may have to try different approaches and borrow from what has worked in other organizations or disciplines. It is the key to the survival of your role in the organization as ultimately without that buy-in, you will be limited in your tasks and responsibilities. At the end of the day, you run little risk in applying principles highlighted above so... go for it!

Lean Quote: Walk the Talk, Lead by Example

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.

"A leader leads by example, whether he intends to or not." — Author Unknown

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.

All managers are teachers, and their actions determine company capability. Whether consciously or not, with their everyday words and actions all managers are teaching their people a mindset and approach.

Leaders are not afraid to jump into the ‘trenches’ and do some of the work themselves. They also encourage team members to take risks and support them when they do. Being a hands on manager will inspire and motivate the team to achieve greater things.

The level of involvement in Lean by the management team often shapes the Lean implementation and those who may lead it. In my experience the less knowledgeable the management about REAL Lean (Bob Emiliani’s term) the more they think of it as a set of tools the more they want you to just do it. These are the managers that are usually hands-off with Lean and want to see the short term gains to demonstrate they are improving the process. They are focused on the results and outcomes and not the means by which we achieve them. This task oriented approach to management unfortunately is only sustainable while the doer is doing.

When you “walk the talk,” your behavior becomes a catalyst for people’s trust and faith in you. And it also emphasizes what you stand for. Leading by example shows people exactly what you expect and gives them living proof that it can be done. On a deeper level, leading by example and being as good as your words builds trust. It’s a sign that you take what you say seriously so they can, too.

 

The Lean Path Poem

The other day while thinking of Lean and what it really means to be on the path or journey to continuous improvement I wrote the following poem:

The Lean Path

With open mind, I cultivate learning

With open eyes, I go see the opportunity

With open heart, I display humility

With passion, improve the world.

I believe this poem captures well my thoughts on Lean in simple way. Let me elaborate.

In my opinion being open minded is one of the most important traits for individuals to have in a Lean environment.  Without an open mind problem solving and learning will be more difficult and therefore delay your pursuit of excellence.

An open mind leads to new possibilities. New possibilities lead to new thoughts and experiences. New thoughts and experiences lead to growth. Therefore an open mind is important to our personal growth.

Being open-minded also helps us with problem solving.  First it helps us look at more than one way to approach a problem; then we find more expansive, ways of solving it. When we give ourselves more options, better solutions are undoubtedly more available to us.  Keeping an open mind means that you are open to all possibilities.

Learning begins with humility.  The more you strive for Lean, the more you realize how little you know, and how much there is yet to learn.  A sure sign of impending failure is a manager who claims to "know it all" or says "we have tried that…"

Passion is the driving force that enables people to attain far more than they ever imagined. This enthusiasm is literally the fuel that propels you toward success. Passion allows you to think, feel, focus, act, attract and create the events conditions and circumstances that you most desire to see you through difficult times. Passion is what propels you to begin taking the necessary action steps that will allow you to begin changing your current situation.

Lean is a journey that never ends. There will always be a gap between where you are (current state) and where you would like to be (True North). Since there will always be a gap, there will always be an opportunity to improve. The road to continual improvement can be a rocky one with many ups and downs. Failure will occur. Its ok, the purpose is learning, and we learn through experimentation. Trying new approaches, exploring new methods and testing new ideas for improving the various processes is exercise for the mind.

Toyota has taught us that Lean goes beyond just making cars. Our goal should go farther than making our work easier and improving our businesses. We can improve the world. Many businesses and leaders have made their mark through Lean thinking for generations to come.

I have shared my Lean poem but what poem would you write to share the essence of Lean with others?

Lean Quote: True Homage Comes From The Heart As Well As From The Lips

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.

"Let us remember that, as much has been given us, much will be expected from us, and that true homage comes from the heart as well as from the lips, and shows itself in deeds." — Theodore Roosevelt

People basically work for rewards. There are numerous forms of rewards and not everyone enjoys the same rewards.

When it comes to rewards in the workplace public employee recognition is one most powerful in terms of cultural transformation. It is especially important to engage in good employee recognition practices when you want to develop a productive workplace. Unfortunately, many either don’t do this or don’t do this well.

The best formula I have found for recognizing employees for their efforts is:

1) Thank them by name.

2) Specifically state what they did that is being recognized. It is vital to be specific because it identifies and reinforces the desired behavior.

3) Explain how the behavior or activity made you feel (assuming you felt some pride or respect for their accomplishment!).

4) Point out the value created by the behavior or activity to the team or organization.

5) Thank the people again by name for their contribution.

Every time you make life at work more satisfying for your employees, you are increasing the rewards they reap from doing their jobs well – and you make them want to continue to do so.