Lean Quote: Knowledge Workers - Work With Their Heads, Not Their Hands

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 man is not paid for having a head and hands, but for using them." — Elbert Hubbard

Coined by management expert Peter Drucker in 1959, the term knowledge workers refers to people whose main capital is to think for a living. They work with their heads, not their hands, to plan, analyze, organize, test, program, distribute, search, market, or otherwise generally contribute to the transformation of information in the knowledge economy.

Drucker asserted quite prophetically before his death in 2005 that increasing the productivity of knowledge workers was the most important contribution managers needed to make in the 21st century.

That leads to the million-dollar question: How do you manage them? How do you manage highly paid, independent thinkers who like to control the process of their own work and don't like to be managed, and who own their organization's means of innovating, developing, and producing?

The same way as everyone else. You treat them as valued human beings.


This obviously will require strong leadership. The good news is that to lead the smartest people in the building, you don't need to be smarter than them.

If you find yourself managing the smartest people in the room, remember this: The universal human need of every knowledge worker is not unlike that of the rest of us. It's to perform meaningful work, be respected, collaborate in a tight-knit community of excellence and shared values, and ultimately make an impact for good in the world. And the biggest aspiration for their leaders is a matter of the heart: to make their people better workers and better human beings.

Guest Post: The Common Traits of Highly Successful Team Leaders

Successful team leadership is not an easy skill to put into practice, and indeed many managers to not display the hallmarks of individuals who will thrive in such a position. What, therefore, are the characteristics of inspirational leaders?

They look to lead their team members to individual success

Truly inspirational and effective leaders understand that one of the most important aspects of their job is to oversee the personal and career growth of their team members. The practice of stunting growth for self-preservation reasons does not enter the mind of a real leader.

“One argument that can be made against bringing along team members to personal success is that you ultimately lose them, but that is the completely wrong way of looking at things. Not only do successful leaders understand that a motivated, qualified and encouraged employee will be a thousand times more productive and valuable to the team, but the model by which you do that can be repeated when the time comes for that employee to move on to something greater,” says Sheridan Watkins, an HR manager at LastMinuteWriting and Writinity.

Which means they train their staff

Not only does training your staff lead to better-qualified employees, it shows that you value them and are willing to invest in them. and ultimately this will lead employees to greater opportunities of promotion and individual success, which successful team leaders want.

They care

Cynics may say that managers only care because a team member with problems is a less productive team member. Perhaps successful leaders are not altruistic in their concern, but forging relationships is a vital aspect of motivating teams and inspiring them to success. Caring is human nature, so what if it also happens to help team performance. The end result is one and the same: a happier employee.

They create an open and inspirational environment

The environment created by successful team leaders is one in which ever member of the group feels valued, and can be honest about their concerns. Input is valued from every individual, and issues of rank are considered irrelevant when opinions are taken. Team members listen as well as speak, and everyone works towards the same goal. This is as true of a sports team as it is with a business team.

They share credit and take the blame

One of the biggest gripes of disgruntled employees is that their managers do not pat them on the back at the right time, yet are quick to point the finger. Real leaders give credit (when it is due) and always take responsibility, especially in situations when other teams and senior managers are involved. Hard conversations take place privately. This is all about winning and maintaining respect, which good leaders are able to do.

They delegate, and for the right reasons

Successful team leaders are successful delegators, but that is because they understand that team members need to feel valued, and the best way of doing that is to give them the tasks that really matter. Many managers may fail to delegate because they feel a) they will do a better job themselves or b) it will be too time-consuming to delegate the task but then oversee it (which is especially true if the task is given to a team member who has never completed that task before).

“Delegation is not just about being more efficient, although this of course is one of the main benefits. Delegating is also about empowering other individuals to take on activities which give them a feeling of self-worth and achievement. And that means the process of delegating may occur not because it is the most efficient way of doing it, but because it is the way that most improves individuals and fosters the greatest team ethos. It can sometimes be seen as a sacrifice that exists for the greater good, and good leaders recognize this,” argues Stanley Ramos, a journalist at DraftBeyond and ResearchPapersUK.

But they still lead from the front

The best leaders do not need to be involved in everything that is going on all the time because they have successfully forged a team that is able to work without the need for micromanagement. However, they still lead, meaning that they are there to guide in the right direction, advise when the time is right, and face up to the tough moments.

They listen

One final point. Good leaders are often the best listeners. Ultimately, they may decide to forge their own course, but only after they have really listened to the input of team members and weighed up all the options.

About the Author: 

Professional writer, management expert and recruiter Ashley Halsey can be found contributing her business insights at Lucky Assignments and Gum Essays, where she has established her reputation as an erudite and intelligent observer of management trends.

15 Fun Facts About Labor Day

Labor Day comes on the first Monday of every September. However, there’s a lot more to the holiday than an extra day off from work, sweet sales, and hitting up the beach or a BBQ with friends. Here are 15 facts about #LaborDay that might shock you.

1. Labor Day is considered the unofficial end of summer. Don’t worry though, the official end of summer is September 21st so you still have time to catch some waves and rays.

2. The first Labor Day holiday was celebrated on Tuesday, September 5, 1882, in New York City in Union Square. It was sponsored by the Central Labor Union.

3.  According to NBC, US workers punched in an estimated 1,790 hours per year. That’s a lot of punching.

4.Labor Day weekend is considered one of the busiest weekends to travel. AAA‘s says travel growth over this weekend has grown. Last year, over 35.5 million people hit the road, 85.8 % by car.   So where is everyone going?  According to Twitter’s conversations from last year, the east coast beaches were the most talked about locations this time last year.  South Beach Florida, Myrtle Beach, and Coney Island are just a few that often get mentioned on Twitter.

White clothes after Labor Day was often seen as a fashion “don’t”. People would stow away their summer clothes and bring out the fall apparel. Typically, summer clothes were light and white. However, over the years it’s become less of a faux  pas. 

6. Can you take a stab at the top grossing movie opening on Labor Day Weekend?  According to BoxOffice Mojo,  it was Halloween in 2007 bringing in  $30,591,759.

7. There’s some controversy as to who started Labor Day. Some say it was Peter J. McGuire, general secretary of the Brotherhood of Carpenters and Joiners. Other say it was Matthew Maguire a member of International Association of Machinists. The controversy continues with no declared official winner. What we do know is that President Grover Cleveland signed it into law in 1894.  By the way, Labor Day came about more than two decades BEFORE the US Department of Labor Existed.

8. Creators decided to pick the first week of September to honor Labor Day because it is between the 4th of July and Thanksgiving.

9. Thousands of moms will go into labor on Labor Day resulting in about 10,829 babies being born, according to the U.S. Center for Disease Control and Prevention. Oh baby!

10. It takes U.S. workers about 25.4 minutes to get to work, according to an NBC news.

11. Labor Day is considered the end of hot dog season. According to the National Hot Dog and Sausage Council, (yes, that’s a real thing)  from Memorial Day to Labor Day, Americans typically consume 7 billion hot dogs. That’s 818 hot dogs consumed every second during that time. By the way, this year’s winner of the infamous Nathan’s Hot Dog Eating Contest at Coney Island was Joey Chestnut. He ate 70 hotdogs  in 10 minutes.

12. #LaborDay hashtag has been used  on Instagram 1,457,057 times.  Interesting enough,  the #KimKardashian hashtag has been used 4,294,598.

13. The average work day in the 19th century was 12 hours long, 7 days a week and sometimes children as young as 5 were working in factories!

14. In 1887, Oregon was the first state of the United States to make it an official public holiday

15. Finally,  the back story of a labor icon.  Her name is Rosie the Riveter. She was used as a symbol of feminism and a morale booster for women working in factories during World War II. Artist J. Howard Miller designed the infamous Rosie the Riveter poster. She has stood the test of time as inspiration. Just recently, Kendall Jenner built her own Rosie campaign with Rock the Vote to get young people out to vote in 2016.

So there you have it. Perhaps a few things you already knew about Labor Day, but hopefully a few that you didn’t. I hope you enjoy your Labor Day.

Lean Quote: Leaders Aren't Always Out Front

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 man who wants to lead the orchestra must turn his back on the crowd." — Max Lucado, Christian author and preacher

Most people think that leaders are the people who are out in front, the most visible and the loudest.

The most effective leaders I know, though, are the ones who are nearly invisible. They don’t have to be present to have a strong presence. They don’t need or want center stage. They may send subtle cues and coordinate from behind-the-scenes. But then they get out of the way and let others be at the forefront.

Highly esteemed leaders don’t spend all their time on stage. They spend time listening to other people. They are open to hearing the ideas of people at all socioeconomic or workplace levels. They seek diverse opinions. They challenge what isn’t working. They aren’t so enamored with their own ideas that they tune out what others have to say.

I more respect the leaders I’ve know who are humble enough to continually learn and strong enough to stand alone when the crowd is not with them. They listen and learn and take in new information – not because they will be carried along by popular opinion but because they care enough to understand the perspectives of others. If they do not agree after listening to and considering others’ opinions, they take a stand on their own position. They don’t do it secretly, behind closed doors when they think no one is listening. They stand tall and proud outwardly. They don’t try to play both sides.

A leader needs to know when to lead, when to follow, and when to turn his or her back to the crowd. In order to have the discernment it takes to know when and how to do all three is what makes an extraordinary leader. That discernment comes from a strong moral compass, from openness and humility, and from an intent to truly serve the people being led.

The Difference Between Management and Leadership

Adapted from “The Wall Street Journal Guide to Management” by Alan Murray, published by Harper Business.

Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.

Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences:

— The manager administers; the leader innovates.

— The manager is a copy; the leader is an original.

— The manager maintains; the leader develops.

— The manager focuses on systems and structure; the leader focuses on people.

— The manager relies on control; the leader inspires trust.

— The manager has a short-range view; the leader has a long-range perspective.

— The manager asks how and when; the leader asks what and why.

— The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.

— The manager imitates; the leader originates.

— The manager accepts the status quo; the leader challenges it.

— The manager is the classic good soldier; the leader is his or her own person.

— The manager does things right; the leader does the right thing.

Lean Quote: Leadership is About Effective Communication

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.

"Ninety percent of leadership is the ability to communicate something people want." — Dianne Feinstein, U.S. Senator

Communication is the foundation of every single relationship you have in your personal life; it's no different in business. Without effective communication, there can be misunderstandings, problems and conflicts among your staff, your clients and everyone else you come into contact. Poor communication can make effective delegation, increased productivity and an enjoyable work environment virtually impossible.

Effective communication is all about conveying your messages to other people clearly and unambiguously. It's also about receiving information that others are sending to you, with as little distortion as possible. Doing this involves effort from both the sender of the message and the receiver.

To be an effective communicator remember The “Be List”.

• Be A Teacher
• Be Enthusiastic
• Be Positive
• Be Consistent
• Be Demanding but Considerate
• Be Courteous

Ultimately, effective communication can be one of the most important skills you use in your business. If your communication skills can use some fine-tuning, take time to analyze how you communicate, and the results of your communication. Then focus on ways you can improve it over time. You may be surprised how much that changes your relationships with staff, clients and colleagues for the better.

The ways in which your employees communicate with each other and with you is entirely dependent on the example you set and the atmosphere you deliberately create. Whether workplace communication is poor or outstanding, it can have a big impact on revenue, productivity, and employee satisfaction. So value your employees, set a good example, and above all, don’t just talk… listen.

When you communicate more effectively in the workplace, work gets done more efficiently. You foster a good environment where employees feel trusted and co-workers get along. Eliminate miscommunication and boost your business by implementing these tips now.

Lean Tips Edition #142 (#2341-2355)

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 #2341 – Empowering Staff – Eliminate Micro-Management

Staff who feel they are being watched too closely and micromanaged feel less motivated and perform at a lower level, according to a Franklin Covey Study. As well as this, the Mckinsey study cited above showed that staff empowerment and giving them the opportunities to lead projects or task forces was one of the top three non-financial motivators, being cited as an effective motivator by 62% of respondents.

So, build a culture of delegation, empowerment and broad-based job descriptions, allowing employees to fill in the gaps. Encourage employees to work to overall goals rather than daily instruction to give them the freedom and scope to be creative and work in the best way they deem possible to reach their goals. It's a much more rewarding and motivational way to work.

Lean Tip #2342 – Remove Blame Culture – Make Failure Acceptable

Innovation is one of the key ingredients in business success and if you want to create an innovative organization you'll need to motivate your staff to show initiative, think creatively and even take some risks. But, they won't do this in a blame culture environment where employees are castigated for failure and for trying something new; they will become afraid to think creatively and won't be motivated to innovate. Research cited in the Harvard Business Review shows that companies with a blame culture are disadvantaged in relation to creativity, learning, innovation and productive risk-taking. Replace a blame culture with one of learning from mistakes. Encourage workers to own up to mistakes but with a focus on what has been learned from it. Senior managers should lead the way by owning up to mistakes to show that it is OK to fail.

Lean Tip #2343 – Always Be Honest and Transparent

Employees are always going to work harder for a boss that they really respect, and a simple way to gain the respect of your workforce is to be as honest and transparent in every aspect of your business. Strive to answer their questions as best you can and never keep secrets from them they might dampen their enthusiasm for their chosen career.

Lean Tip #2344 – Provide Meaning, Purpose, and Sense of Belonging

People often ask me how to get employees excited to work on your projects, products, or business? My only answer to them is to share the mission, purpose, and goals with them. It would not only instill their belief in the company’s vision but would also give them a sense of belonging and an idea of the bigger picture.

Trust me, professionals look forward to work with companies or startups who have their values and work ethics in place. Plus, working on something that employees can relate to would give them a sense of contribution which is much higher than higher salaries or other factors.

Lean Tip #2345 – Foster Interpersonal and Organizational Trust.

Effective leaders keep their word, inspire trust, and build confidence among team members. Interpersonal and organizational trust must be earned, and both stem from an intentional effort to follow through and align one’s behavior and values with the institutional vision, mission, and shared  values. Great leaders cultivate a work culture where each employee is treated with respect and civility and trusted to fulfill the organization’s strategic goals. They promote an environment where meaningful, frequent, and open communication prevails. These factors help to create an environment where employees feel appreciated and thus become highly motivated to accomplish their work.

Lean Tip #2346 - Cultivate Employee Engagement.

Employee engagement doesn’t happen overnight—or by itself, for that matter. In order to improve company culture, you need to help cultivate employee engagement by organizing team-building activities. These activities help build a sense of community and encourage employees to form relationships with their teammates. According to Gallup, research has repeatedly shown that there is a concrete link between having a best friend at work and how much effort employees expend.

Lean Tip #2347 - Communicate Clearly and Consistently.

Poor communication is one of the main factors contributing to employee disengagement. Too often, organizations lack transparency and fail to communicate with employees on a regular basis. You can improve this considerably by holding regular company meetings to update employees on performance, answer questions, and reiterate the company’s vision and goals. Leadership should also encourage managers to hold department meetings and frequent one-on-one meetings with each direct report. This helps keep the communication lines open and gives employees the opportunity to ask questions.

Lean Tip #2348 - Make Employees Feel Confident with Learning and Development.

As part of the onboarding process, employees need to be given the tools to be successful. Some of that comes in the form of policies and procedures. Employees need to know how the company gets things done. But employees also need to get training and development opportunities, so they can feel confident in their current role, as well as future ones. Even the best, most talented employees should update and refine their skills.

Lean Tip #2349 - Remove Barriers For Learning

Many organizations are rigid in their organizational structure and processes, which can make it challenging to implement some cross-functional development and facilitate dynamic growth and high-performance training. It’s up to leadership to bridge silos, knock down walls, and design a system that encourages a fluid approach to learning and working. Today’s generation of workers are used to change and enjoy open work environments that let them explore. Take the barriers away and watch people flourish.

Lean Tip #2350 - Set the Example When It Comes to Learning

An employee will see the value of the development process when they see their current leadership continue to develop personally and professionally. By modeling this behavior, leaders build credibility and the trust necessary to encourage employees to participate in development-building activities. It shows employees that development is part of the organization’s culture. It sends the message that it’s important for, and expected from, everyone in the organization to be part of a continual improvement process that nurtures from within.

Lean Tip #2351 – Communicate the Need for Change

One of the most common yet most avoidable obstacles to change is a lack of understanding within the organization for the need to change. Leverage your senior leadership and management teams to deliver a targeted communications plan that outlines the current landscape and why your organization needs to make the move to modern learning. Leadership involvement will not only help you to answer pending questions but also build confidence and develop buy-in among employees.

Lean Tip #2352 – Address Employee Fears

With the business world changing at an increasingly rapid pace, employees are expecting employers to be more open and honest than ever.  One of the most common reasons for employee resistance to change during a period of transition is fear of the unknown.  As the culture of the organization changes, both new and seasoned employees can feel pressure to understand where they fit into the larger vision. It’s important for leadership to be transparent and openly address their teams’ fears, even in situations where the answer is “we don’t know yet.” That kind of honesty will make the leader more relatable and help them to build trust within their team.

Lean Tip #2353 – Connect the Dots for Change

Human beings are extremely curious individuals, especially when certain decisions and action plans affect them directly.  Leaving your employees to their own devices when it comes to understanding how an organizational change will impact them and what will be expected of them in the future will leave your entire workforce in chaos. Help them to connect the dots by frequently addressing how making the move to a modern learning culture will impact their particular roles.

Lean Tip #2354 – Engage the Entire Team

Everyone has something to contribute during times of change.  However, when making a significant shift that will impact how an organization operates going forward, employees who are close to the end of their careers can slip through the cracks.  Although Millennials will make up three-quarters of the workforce by 2025,  the remaining 25% has something to offer as well.  Engage those employees by allowing them to share their expertise and institutional knowledge to help facilitate your organization’s move to modern learning. This will not only make them feel valuable as your learning culture modernizes, but it will also increase collaboration and creativity among the entire organization, and ensure that you’re capturing critical organizational knowledge.

Lean Tip #2355 – Learn From Your People

Discovering what is not working and why allows you to address challenges in a more timely fashion. The challenge is often to fail quicker so that you can discover what needs to be fixed or improved. Your people know what is not working and it frustrates them. Learn to recognize their frustrations, talk to them about why they are upset, and work together to resolve their concerns.