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25 problems presentation_jamie_flinchbaugh
25 problems presentation_jamie_flinchbaugh
25 problems presentation_jamie_flinchbaugh
25 problems presentation_jamie_flinchbaugh
25 problems presentation_jamie_flinchbaugh
25 problems presentation_jamie_flinchbaugh
25 problems presentation_jamie_flinchbaugh
25 problems presentation_jamie_flinchbaugh
25 problems presentation_jamie_flinchbaugh
25 problems presentation_jamie_flinchbaugh
25 problems presentation_jamie_flinchbaugh
25 problems presentation_jamie_flinchbaugh
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25 problems presentation_jamie_flinchbaugh

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Transcript

  • 1. The 25 Straws That Broke The Manager’s Back
    Jamie Flinchbaugh
  • 2. Introduction
    Right amount?
    Manager’s Workload
    Overloaded?
    Overwhelmed?
    What percentage of the manager’s time is spent on problems?
    • Those chosen
    • 3. Those that pop up and demand attention
    How many would describe their jobs entirely as solving problems?
  • 4. The 25 Problems Problem
    Your team has 25 problems. But these are NOT your problems. Your problems are not the sum total of your direct reports’ problems. You do not have 25 problems. You have your own problems.
    Your Team
    Your Team’s Problems
    Not Your Problems
  • 5. What are your problems?
    Your Problems
    What Problems + Barriers Get In Their Way
    Your problems are:
    • The barriers that prevent progress
    • 6. Breakdowns in your systems
    • 7. Opportunities that enable success across the work of your direct reports
  • The Manager as System Architect
    The role of the manager is not to solve all of the problems but to build the systems capable of solving problems at every level.
  • 8. What capabilities do we cultivate to surface and solve problems.
    Good problem statements establish our vector for improvement
    The ability to explore current reality begins with the question of what do we need to learn more about?
    Turning the Plan – Do – Check – Act wheel as we improve through experimentation
    Tools may include A3s, DMAIC, 5 Whys and more – but how they are used matters most
    PROBLEM SOLVING METHOD + SKILLS
  • 9. How do we manage the process of surfacing, engaging in, and solving problems.
    Build the work in order to make problems visible – 5S, just-in-time, kanban are all mechanisms to accomplish this objective
    A process to surface includes definition of what is a problem, how to surface it, to whom, and how they will respond
    Are we tracking the problems and the response
    PROBLEMS MGMT + SYSTEMS
  • 10. Surface Problems by a Process
  • 11. What behaviors support a strong problem solving culture
    Do we surface problems quickly?
    Do we write down the really hard problems that we have no idea how to solve?
    Do we dig deeper and understand cause and effect?
    Do we work problems across boundaries?
    PROBLEM SOLVING CULTURE + BEHAVIORS
  • 12. A Behavior Change
    How itis oftendone
    How it should be done
  • 13. Problem Solving Dimensions
  • 14. Find Me
    Jamie Flinchbaugh, Lean Learning Center
    Jamie@LeanLearningCenter.com / www.LeanLearningCenter.com
    Blog: www.JamieFlinchbaugh.com
    12

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