<?xml version="1.0" encoding="utf-8"?>
<rss version="2.0"
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:wfw="http://wellformedweb.org/CommentAPI/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	xmlns:atom="http://www.w3.org/2005/Atom"
	xmlns:sy="http://purl.org/rss/1.0/modules/syndication/"
	xmlns:slash="http://purl.org/rss/1.0/modules/slash/"
	>

<channel>
	<title>Management Meditations &#187; leadership</title>
	<atom:link href="http://www.lmmiller.com/blog/tag/leadership/feed/" rel="self" type="application/rss+xml" />
	<link>http://www.lmmiller.com/blog</link>
	<description>Navigating the Shores of Lean Management with Lawrence M. Miller</description>
	<lastBuildDate>Wed, 01 Feb 2012 02:08:54 +0000</lastBuildDate>
	<language>en</language>
	<sy:updatePeriod>hourly</sy:updatePeriod>
	<sy:updateFrequency>1</sy:updateFrequency>
	<generator>http://wordpress.org/?v=3.3.1</generator>
		<item>
		<title>Straight Talk: Avoid the Con of Quick and Easy Lean</title>
		<link>http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/</link>
		<comments>http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/#comments</comments>
		<pubDate>Wed, 01 Feb 2012 01:20:19 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Change Management]]></category>
		<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[Corporate ethics]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organizational Behavior Management]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[consulting]]></category>
		<category><![CDATA[Lean culture]]></category>
		<category><![CDATA[lean leadership]]></category>
		<category><![CDATA[Toyota Production System]]></category>
		<category><![CDATA[TPS]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1160</guid>
		<description><![CDATA[Lean is a strategic initiative that will require at least three to five years for any organization of size. It is a lifestyle change, not a diet. There are too many false promises of quick and easy gains and too many consultants selling executives what they want, and not what they need.  <a href="http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2012/01/31/corporate-culture/straight-talk-avoid-the-con-of-quick-and-easy-lean/feed/</wfw:commentRss>
		<slash:comments>7</slash:comments>
		</item>
		<item>
		<title>Lean Leadership &#8211; The ONE Quality that Matters Most</title>
		<link>http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/</link>
		<comments>http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/#comments</comments>
		<pubDate>Wed, 20 Jul 2011 21:13:11 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Organizational Behavior Management]]></category>
		<category><![CDATA[Abraham Lincoln]]></category>
		<category><![CDATA[B. F. Skinner]]></category>
		<category><![CDATA[Jim Collins]]></category>
		<category><![CDATA[lean organization]]></category>
		<category><![CDATA[learning organization]]></category>
		<category><![CDATA[Peter Senge]]></category>
		<category><![CDATA[Rupert Murdoch]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=1031</guid>
		<description><![CDATA[Rupert Murdoch's first remark in his testimony before Parliament was that this was the most humble moment of his life. No doubt true. Hubris, rather than humility has led many companies over the cliff of disaster. The quality most required of those leading continuous improvement is the opposite of hubris, it is humility, the antecedent to learning. Lean leaders develop an attitude of science, the ability to experiment, learn from the data, and try again. Lincoln's victory over General Lee was a victory of humility over hubris. <a href="http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/07/20/corporate-culture/lean-leadership-the-one-quality-that-matters-most/feed/</wfw:commentRss>
		<slash:comments>9</slash:comments>
		</item>
		<item>
		<title>Survey Results: Execution and Importance of Lean Culture and Leadership Factors</title>
		<link>http://www.lmmiller.com/blog/2011/06/28/corporate-culture/survey-results-execution-and-importance-of-lean-culture-and-leadership-factors/</link>
		<comments>http://www.lmmiller.com/blog/2011/06/28/corporate-culture/survey-results-execution-and-importance-of-lean-culture-and-leadership-factors/#comments</comments>
		<pubDate>Tue, 28 Jun 2011 17:10:26 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organizational Behavior Management]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[lean leadership]]></category>
		<category><![CDATA[lean organization]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=887</guid>
		<description><![CDATA[Eighty-two lean implementers contributed their opinions to this survey. I have processed the data from this survey and written a report, which I hope you will find interesting and useful. You can download a report and analysis of the data and you can download the complete survey results and do your own analysis. I think the data on both importance and execution of lean cultural factors will help you in your efforts to convince your managers about the importance of their leadership behavior to your lean journey. <a href="http://www.lmmiller.com/blog/2011/06/28/corporate-culture/survey-results-execution-and-importance-of-lean-culture-and-leadership-factors/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/06/28/corporate-culture/survey-results-execution-and-importance-of-lean-culture-and-leadership-factors/feed/</wfw:commentRss>
		<slash:comments>4</slash:comments>
		</item>
		<item>
		<title>Sustaining Lean &#8211; The Power of Beliefs</title>
		<link>http://www.lmmiller.com/blog/2011/03/11/organization-design-and-process-improvement/sustaining-lean-the-power-of-beliefs/</link>
		<comments>http://www.lmmiller.com/blog/2011/03/11/organization-design-and-process-improvement/sustaining-lean-the-power-of-beliefs/#comments</comments>
		<pubDate>Fri, 11 Mar 2011 20:10:45 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>
		<category><![CDATA[Lean culture]]></category>
		<category><![CDATA[lean manufacturing]]></category>
		<category><![CDATA[lean organization]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=474</guid>
		<description><![CDATA[To address the sustainability of the lean process we are looking at this model that defines the different components of a culture. At the core is the system of beliefs among the members of the organization. On the outside is the external environment with changes in technology, economics and other trends to which every company must adapt. The sustainability of any system is based on both its ability to adapt to a changing environment and its ability to stay on the course of its core values. <a href="http://www.lmmiller.com/blog/2011/03/11/organization-design-and-process-improvement/sustaining-lean-the-power-of-beliefs/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/03/11/organization-design-and-process-improvement/sustaining-lean-the-power-of-beliefs/feed/</wfw:commentRss>
		<slash:comments>12</slash:comments>
		</item>
		<item>
		<title>Beyond Tahrir Square: Managing Large Scale Change</title>
		<link>http://www.lmmiller.com/blog/2011/02/19/general/beyond-tahrir-square-managing-large-scale-change/</link>
		<comments>http://www.lmmiller.com/blog/2011/02/19/general/beyond-tahrir-square-managing-large-scale-change/#comments</comments>
		<pubDate>Sun, 20 Feb 2011 04:09:05 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[lean management]]></category>
		<category><![CDATA[Organization Design and Process Improvement]]></category>
		<category><![CDATA[Politics]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[Egypt]]></category>
		<category><![CDATA[Middle East Revolutions]]></category>
		<category><![CDATA[Tahrir Square]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=407</guid>
		<description><![CDATA[In my previous post on this subject I suggested lessons from the Egyptian revolution to the world of corporate leadership. Now I do the reverse.

I would like to address the ruling military officers of Egypt and the other leaders who are now finding themselves in the midst of turmoil in the Middle East. They all are confronted with the problem of "managing large scale change." This is not a new thing. Many companies and countries have been through this before. So... here is an open letter to the Generals of Egypt, and to all others to whom it may apply. <a href="http://www.lmmiller.com/blog/2011/02/19/general/beyond-tahrir-square-managing-large-scale-change/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2011/02/19/general/beyond-tahrir-square-managing-large-scale-change/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Principle of Compromise</title>
		<link>http://www.lmmiller.com/blog/2010/09/26/corporate-culture/the-principle-of-compromise/</link>
		<comments>http://www.lmmiller.com/blog/2010/09/26/corporate-culture/the-principle-of-compromise/#comments</comments>
		<pubDate>Sun, 26 Sep 2010 18:33:51 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[Politics]]></category>
		<category><![CDATA[compromise]]></category>
		<category><![CDATA[corporate governance]]></category>
		<category><![CDATA[George Washington]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[President Obama]]></category>
		<category><![CDATA[radical Islam]]></category>
		<category><![CDATA[Tea Party]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=276</guid>
		<description><![CDATA[There is one principle of our democratic republic that has been betrayed. It is the principle of compromise. When compromise becomes a forbidden word, a sign of disloyalty to a party or particular interest group, achieving the consensus necessary to govern becomes impossible. Those who reject compromise and reason in favor of rigid adherence to party dogmatism are the American equivalent of radical Islam. <a href="http://www.lmmiller.com/blog/2010/09/26/corporate-culture/the-principle-of-compromise/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2010/09/26/corporate-culture/the-principle-of-compromise/feed/</wfw:commentRss>
		<slash:comments>7</slash:comments>
		</item>
		<item>
		<title>Obama&#8217;s Gulf Leadership Lesson: The Limits of Power and the Power of Empathy</title>
		<link>http://www.lmmiller.com/blog/2010/06/01/corporate-culture/obamas-gulf-leadership-lesson-the-limits-of-power-and-the-power-of-empathy/</link>
		<comments>http://www.lmmiller.com/blog/2010/06/01/corporate-culture/obamas-gulf-leadership-lesson-the-limits-of-power-and-the-power-of-empathy/#comments</comments>
		<pubDate>Tue, 01 Jun 2010 18:36:15 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Deepwater Horizon]]></category>
		<category><![CDATA[empathy]]></category>
		<category><![CDATA[George Bush]]></category>
		<category><![CDATA[Obama]]></category>
		<category><![CDATA[Power]]></category>
		<category><![CDATA[President Obama]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=181</guid>
		<description><![CDATA[There are times when intelligence, analytic ability, is far less important than urgency and empathy. It is the difference between leadership in combat and leadership in a court room or academic setting.  <a href="http://www.lmmiller.com/blog/2010/06/01/corporate-culture/obamas-gulf-leadership-lesson-the-limits-of-power-and-the-power-of-empathy/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2010/06/01/corporate-culture/obamas-gulf-leadership-lesson-the-limits-of-power-and-the-power-of-empathy/feed/</wfw:commentRss>
		<slash:comments>7</slash:comments>
		</item>
		<item>
		<title>So What Happened to Toyota???</title>
		<link>http://www.lmmiller.com/blog/2010/02/11/general/so-what-happened-to-toyota/</link>
		<comments>http://www.lmmiller.com/blog/2010/02/11/general/so-what-happened-to-toyota/#comments</comments>
		<pubDate>Thu, 11 Feb 2010 21:47:03 +0000</pubDate>
		<dc:creator>Larry Miller</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[Lean Culture]]></category>
		<category><![CDATA[Lean Manufacturing]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[quality problems]]></category>
		<category><![CDATA[Toyota]]></category>

		<guid isPermaLink="false">http://www.lmmiller.com/blog/?p=110</guid>
		<description><![CDATA[Last week I was at a client and I was explaining some point of lean culture and I used an example from Toyota. The union president who was in attendance stood up and said "I'll tell you one thing, you better not tell us to do anything because Toyota did it. Ten people in the past week have come up to me and told me that we aren't doing anything because Toyota does it." That about sums up the sentiment out there.   <a href="http://www.lmmiller.com/blog/2010/02/11/general/so-what-happened-to-toyota/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.lmmiller.com/blog/2010/02/11/general/so-what-happened-to-toyota/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
	</channel>
</rss>

<!-- Performance optimized by W3 Total Cache. Learn more: http://www.w3-edge.com/wordpress-plugins/

Page Caching using disk: enhanced
Database Caching 1/31 queries in 0.041 seconds using disk: basic
Object Caching 677/767 objects using disk: basic
Content Delivery Network via N/A

Served from: www.lmmiller.com @ 2012-02-06 09:26:59 -->
