In Lean, there should be a focus on investigating the process when there is a problem before looking at people. But sometimes, the process is strong and most people do it well. This video addresses that situation.
As a leader in a Lean organization, there is a lot of pressure on you to hit your metrics. It can take a lot of moral fortitude to choose the harder right over the easier wrong.
When most people think of improvement opportunities, they immediately think of problems. If you are missing a target, that is a good place to start, but sometimes there is more upside opportunity in a strength.
While bosses control the lion's share of their relationships with employees, employees can behave in a way to modify their leader's behavior.
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There are several guiding principles to effective Lean leadership. Following these will greatly increase your chance of successfully improving your organization.
Learn more about the 18 Principles of Lean Leadership in this article on PDF.
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Technical skills are important, but that doesn't mean that soft skills are not. Far too many leaders neglect interpersonal skills, or worse, deride them as being 'touchy-feely'. In a continuous improvement culture, relationships are extremely important.
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