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Lean Leadership Sample

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Lean Leadership Sample

Lean Leadership Sample

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  • 1. Superfactory ® Lean Enterprise Series Lean Leadership
  • 2. Outline
    • What is Lean?
    • What is Leadership?
    • The Lean Leadership Paradigm
    • Five Lean Leadership Actions
    • Summary
  • 3. Leadership Influences Change
    • “ People don’t resist change. They resist being changed.”
    • - Peter Senge
    • “ 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.”
    • - Frances Hesselbein
    • “ 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.”
    • - John Kenneth Galbraith
    ENGAGEMENT REALISM DETERMINATION
  • 4. Leadership vs. Management Leadership is not management. -John P. Kotter
    • 3 Tenets of Management
    • Planning and Budgeting
      • Involves creating timetables to meet commitments and developing specific action steps
    • Organizing and Staffing
      • Requires that managers put some structure to the plan which includes staffing requirements, communications and delegation of responsibility
    • Controlling and Problem-Solving
      • Entails the monitoring of activities, spotting deviations from the plan and organizing solutions
    These management process create and maintain order and predictability within the organization.
  • 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. Traditional vs. Lean
    • Traditional Leadership
    • Leader plans
    • Staff meets goals set by leader
    • Leader produces metrics and feeds back when not met
    • Rigid enforcement of rules and regulations
    • Information controller
    • Sole problem solver
    • Technical expert
    • Assignor of work
    • Performance appraiser
    • Lean Leadership
    • Direction setter
    • Ensures team goals support vision
    • Monitors and audits team’s metrics
    • Sets expectations
    • Information conduit
    • Facilitates ‘root cause’ analysis
    • Technical resource
    • Provider of forward workloads
    • Appraises team performance to team goals
  • 7. Lean Leadership
    • Leaders must define the organization’s vision in a way that highlights the values of their group
    • Leaders must support people’s efforts to achieve the shared vision through coaching, feedback, and role modeling
    • A leader should recognize and reward success
    Good leaders motivate people in a variety of ways, three of which are the basis to the “lean” approach.
  • 8. 5 Lean Leadership Actions
    • Leaders Must Be Teachers
    • Build Tension, Not Stress
    • Eliminate Fear and Comfort
    • Lead Through Visible Participation, Not Proclamation
    • Build Lean Into Personal Practice
    There are five leadership moves, or actions, a leader can perform to provide leadership on the Lean journey.