The New Manager – Leading People, Teams and Processes New manager training is a challenge for every company. I have just completed and published a new course to fulfill the need of training new managers (or those hoping to be) in the essential people and team management skills. It is based on principles and practices of lean culture. A lot […]
For the past several months I have been focused on completing two related projects. Both focused on the development of coaching skills and your capacity to provide coaching to every leader and team. One is the publication of a book, The Lean Coach. The second is the launch of a new online course, Coaching Leaders for Success. To change the culture of an organization you must change […]
We live in a world of standardization. Lean manufacturing or Toyota Production System is necessarily based on standardization, repeatable processes, identical parts, designed for ease of installation and reliability. But, what if every automobile was not the same as every other one and had its own story to tell? What if every car had a completely unique history and no two cars had the same parts? What if there were no replacement parts – no Autozone or NAPA, or dealership parts department? Welcome to Cuba!
Many organizations are not gaining the potential benefits of teams in the workplace due to misunderstandings about team autonomy and self-control. This is a critical issue in organization design and leadership today. Let’s clarify both the benefits and the determinants of team autonomy.
If you go through my Team Leadership (Team Kata) course you will quickly be confronted with the strong suggestion that every manager and every team have a coach to lead them through the steps of lean implementation and to provide feedback to the leader and team. But, you ask, where are we going to get all these coaches? Here is a clear answer.
The world of corporate training and development has yet to fully embrace the new reality of technology, online resources, and the need to integrate learning into the daily habits of all managers and team members. This requires a deliberate map of the learning process, eliminating waste, and breaking down silos.
Implementing lean management, or any other change in the culture of organizations, requires a zoom lens to see the different levels of complexity required. Toyota Kata, lean tools, and other methods operate at some focal lengths and not at others. The well informed manager will have the ability to understand complexity and to use simple methods when appropriate. If you are photographer with only a 300mm lens you will miss a lot of great photos.
Neuroscience now confirms why both learning and motivation on the part of employees is optimized when the ratio of positive to negative interactions with managers lean toward four positives to one negative. Higher rates of negative interactions reduce learning, increase fear, increase avoidance behavior, rather than problem-solving and experimentation.