Lean Leadership Sample


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Lean Leadership Sample

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Lean Leadership Sample

  1. 1. Superfactory ® Lean Enterprise Series Lean Leadership
  2. 2. Outline <ul><li>What is Lean? </li></ul><ul><li>What is Leadership? </li></ul><ul><li>The Lean Leadership Paradigm </li></ul><ul><li>Five Lean Leadership Actions </li></ul><ul><li>Summary </li></ul>
  3. 3. Leadership Influences Change <ul><li>“ People don’t resist change. They resist being changed.” </li></ul><ul><li>- Peter Senge </li></ul><ul><li>“ Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.” </li></ul><ul><li>- Frances Hesselbein </li></ul><ul><li>“ Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof.” </li></ul><ul><li>- John Kenneth Galbraith </li></ul>ENGAGEMENT REALISM DETERMINATION
  4. 4. Leadership vs. Management Leadership is not management. -John P. Kotter <ul><li>3 Tenets of Management </li></ul><ul><li>Planning and Budgeting </li></ul><ul><ul><li>Involves creating timetables to meet commitments and developing specific action steps </li></ul></ul><ul><li>Organizing and Staffing </li></ul><ul><ul><li>Requires that managers put some structure to the plan which includes staffing requirements, communications and delegation of responsibility </li></ul></ul><ul><li>Controlling and Problem-Solving </li></ul><ul><ul><li>Entails the monitoring of activities, spotting deviations from the plan and organizing solutions </li></ul></ul>These management process create and maintain order and predictability within the organization.
  5. 5. Lean Leadership Characteristics A leader needs to be visible as a role model in order to demonstrate his/her breadth of knowledge and understanding of the business environment and the organizational challenges. A leader should display an aptitude for logic and a desire to challenge the status quo or “alleged wisdom” in order to facilitate free flowing decision making. A leader must posses the ability to be a linking agent (facilitator) with a wide array of knowledge and information coupled with an unquestionable trust, professionalism and an open invitation for dissent.
  6. 6. Traditional vs. Lean <ul><li>Traditional Leadership </li></ul><ul><li>Leader plans </li></ul><ul><li>Staff meets goals set by leader </li></ul><ul><li>Leader produces metrics and feeds back when not met </li></ul><ul><li>Rigid enforcement of rules and regulations </li></ul><ul><li>Information controller </li></ul><ul><li>Sole problem solver </li></ul><ul><li>Technical expert </li></ul><ul><li>Assignor of work </li></ul><ul><li>Performance appraiser </li></ul><ul><li>Lean Leadership </li></ul><ul><li>Direction setter </li></ul><ul><li>Ensures team goals support vision </li></ul><ul><li>Monitors and audits team’s metrics </li></ul><ul><li>Sets expectations </li></ul><ul><li>Information conduit </li></ul><ul><li>Facilitates ‘root cause’ analysis </li></ul><ul><li>Technical resource </li></ul><ul><li>Provider of forward workloads </li></ul><ul><li>Appraises team performance to team goals </li></ul>
  7. 7. Lean Leadership <ul><li>Leaders must define the organization’s vision in a way that highlights the values of their group </li></ul><ul><li>Leaders must support people’s efforts to achieve the shared vision through coaching, feedback, and role modeling </li></ul><ul><li>A leader should recognize and reward success </li></ul>Good leaders motivate people in a variety of ways, three of which are the basis to the “lean” approach.
  8. 8. 5 Lean Leadership Actions <ul><li>Leaders Must Be Teachers </li></ul><ul><li>Build Tension, Not Stress </li></ul><ul><li>Eliminate Fear and Comfort </li></ul><ul><li>Lead Through Visible Participation, Not Proclamation </li></ul><ul><li>Build Lean Into Personal Practice </li></ul>There are five leadership moves, or actions, a leader can perform to provide leadership on the Lean journey.