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@leankitjon
Respect for People
Lean’s Neglected Pillar
Jon Terry
Co-founder
slideshare.net/jonterry2
LeanKit
• Experts in the “new” Lean – Lean for business
• Focus on building software that harnesses the
innate preference for visual information
• Enterprise-wide work collaboration software
purpose-built for Lean
Create harmonious business flow across an enterprise.
@leankitjon
Emerging Leaders
Chris Riesgo Claire George
David NealAlex GlabmanCarl Nightingale
Jim Cowart
Kai Passo Katie St. Francis
Liz Llewellyn-Maxwell Naomi Crowson Mohammed Khalid
Michael Cavopol
@leankitjon
What do you mean Respect
for People, Jon?
- Chris “Gunny”
Gundersen
Yes. Sure. Of Course. But How?
@leankitjon
The way I’ve been telling it
hardly giving it the Respect
it deserves
Eliminate
Waste
Build
Quality In
Create
Knowledge
Defer
Commitment
Deliver
Fast
Respect
People
Optimize the
Whole
Process
Skilled
People
Tools&
Technology
@leankitjon
The Toyota Way has two
main pillars: continuous
improvement and respect
for people. - Katsuaki
Watanabe
Not Much Help Here
Nor Here
@leankitjon
On the right
track
Measure to Manage
Focus on rapid flow of value & fast feedback
loops vs up-front planning & high utilization
of all resources
Motivation
Belief in the intrinsic motivation of clear
purpose vs extrinsic motivation driven by
rewards & punishment
@leankitjon
Bring into
alignmentContinuous Improvement
Focus on rapid flow of value & fast feedback
loops vs up-front planning & high utilization
of all resources
Respect for People
Belief in the intrinsic motivation of clear
purpose vs extrinsic motivation driven by
rewards & punishment
@leankitjon
Putting the House in Order
Or Continuously Improving Continuous Improvement
Customers
ContinuousImprovement
Centered on Customers
What do they want? And what
must we do to deliver it?
RespectForPeople
Relentless
Focus on Delivery
Customers
Eliminate
Waste
Build
Quality In
Defer
Commitment
Create
Knowledge
Deliver Fast
What
Instead?
Optimize the
Whole
ContinuousImprovement
Elevating Leaves A Gap
How should continuous
improvement principles
evolve
RespectForPeople
Relentless
Focus on Delivery
RespectForPeople
ContinuousImprovement
Customers
Visualize
Workflow
Eliminate
Waste
Create
Knowledge
Build
Quality In
Defer
Commitment
Deliver Fast
Optimize the
Whole
ContinuousImprovement
Relentless
Focus on Delivery
Visualize Workflow
Kanban’s transparency is key
to all other Lean change
RespectForPeople
Customers
Visualize
Workflow
Eliminate
Waste
Experiment
to Create
Knowledge
Build
Quality In
Defer
Commitment
Deliver Fast
Optimize the
Whole
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Experiment
Knowledge creation requires
hypothesis and acceptance of
failure
Customers
Visualize
Workflow
Eliminate
Waste
Experiment
to Create
Knowledge
Build
Quality In
Defer
Commitment
Deliver
Fast JIT
Optimize the
Whole
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
JIT not just Fast
Delivering early creates
inventory and sacrifices
optionality
@leankitjon
Success Factors
Building blocks of a Lean culture
@leankitjon
Respect for whom?
1. Go See - Profound knowledge about potential
process or product improvements starts with observation
2. Ask Why - Ask open-ended questions based on
observing actions, not on assumptions. Use 5 Why's to
find root cause and real needs vs surface asks
3. Show Respect - Assume the team on the
ground knows more about their specific context than you
or their manager. But avoid embarrassing them, too
@leankitjon
Team?
Bad
Typical ad hoc, time-sliced project
approach forces a person to be
part of many ‘teams’, preventing
development of team culture and
not allowing process stability for
kaizen
Projects
@leankitjon
Team?
Better
Service centers where rare
specialists work together as teams
to manage a shared queue of
demand coming from other teams.
Component teams if you must
Projects
@leankitjon
Team?
Best
Dedicated, long-lived
cross-functional teams of 5-9
people (up to 15 for big hairy
problems) who have the skills
needed to handle 80% of work
without dependencies
Projects
@leankitjon
Mentoring Management
Foundation for a healthy human system
@leankitjon
The role of management is to
change the process rather
than badgering individuals to
do better - Edwards Deming
Customers
Build People,
Then Products
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Grant the Team
Autonomy with
Safety
Ensure
Cross-Team
Alignment
Hire Ideal
Team Players
Watch the
Baton not the
Runner
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Humble. Hungry. Smart
A Lean-Agile company has no
place for brilliant jerks. You
are the gatekeeper
Customers
Build People,
Then Products
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Grant the Team
Autonomy with
Safety
Ensure
Cross-Team
Alignment
Hire Ideal
Team Players
Watch the
Baton not the
Runner
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Towards Mastery
The people build the product,
the manager’s job is to build
the people
Customers
Build People,
Then Products
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Grant the Team
Autonomy with
Safety
Ensure
Cross-Team
Alignment
Hire Ideal
Team Players
Watch the
Baton not the
Runner
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Purpose Ad Nauseum
If they don’t know The Goal
they can’t find the bottleneck
Customers
Build People,
Then Products
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Grant the Team
Autonomy with
Safety
Ensure
Cross-Team
Alignment
Hire Ideal
Team Players
Watch the
Baton not the
Runner
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
No norming without storming
To achieve implicit trust a
leader must mine for conflict
Customers
Build People,
Then Products
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Grant the Team
Autonomy with
Safety
Ensure
Cross-Team
Alignment
Hire Ideal
Team Players
Watch the
Baton not the
Runner
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Autonomy not anarchy
Establish boundaries then
allow space for failure in
order to achieve innovation
Customers
Build People,
Then Products
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Grant the Team
Autonomy with
Safety
Ensure
Cross-Team
Alignment
Hire Ideal
Team Players
Watch the
Baton not the
Runner
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Elevate yourself out of a job
Successful leaders move
beyond team supervision to
focus on company goals
Customers
Build People,
Then Products
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Grant the Team
Autonomy with
Safety
Ensure
Cross-Team
Alignment
Hire Ideal
Team Players
Watch the
Baton not the
Runner
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Productivity not busyness
Our focus is the throughput of
the cross-functional team not
activity of its members
@leankitjon
Respect for People
@leankitjon
Respectful People
@leankitjon
Not finance. Not strategy. Not
technology. It is teamwork
that remains the ultimate
competitive advantage, both
because it is so powerful and
so rare. - Patrick Lencioni
Humble. Hungry. Smart
Not everyone is a social
butterfly, but you absolutely
can get better
Customers
Build Trust
with
Teammates
Understand
the Purpose
Commit to Team
Decisions
Make Team
Success Your
Goal
Be a Ideal
Team Player
Continuously
Develop Your
Strengths
Engage in
Constructive
Conflict
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Be respect worthy
In the tech world, if you’re not
staying ahead of the trends
you’re falling behind
Customers
Build Trust
with
Teammates
Understand
the Purpose
Commit to Team
Decisions
Make Team
Success Your
Goal
Be a Ideal
Team Player
Continuously
Develop Your
Strengths
Engage in
Constructive
Conflict
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Be purpose driven
If the mission is unclear, don’t
stop asking until you
understand
Customers
Build Trust
with
Teammates
Understand
the Purpose
Commit to Team
Decisions
Make Team
Success Your
Goal
Be a Ideal
Team Player
Continuously
Develop Your
Strengths
Engage in
Constructive
Conflict
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Invest in relationships
Strive for implicit trust. It’s not
easy. Keep working at it
Customers
Build Trust
with
Teammates
Understand
the Purpose
Commit to Team
Decisions
Make Team
Success Your
Goal
Be a Ideal
Team Player
Continuously
Develop Your
Strengths
Engage in
Constructive
Conflict
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Dissent Beforehand
Absolutely discuss and
dissent when planning with
your team. But once you
decide, it’s done
Customers
Build Trust
with
Teammates
Understand
the Purpose
Commit to
Team Decisions
Make Team
Success Your
Goal
Be a Ideal
Team Player
Continuously
Develop Your
Strengths
Engage in
Constructive
Conflict
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
No False Harmony
If you bottle up disagreement
it will explode in a crisis. Get
it out when things are safe.
Customers
Build Trust
with
Teammates
Understand
the Purpose
Commit to Team
Decisions
Make Team
Success Your
Goal
Be a Ideal
Team Player
Continuously
Develop Your
Strengths
Engage in
Constructive
Conflict
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Only the end result matters
Individual productivity is
irrelevant if the team isn’t
winning
Customers
Build Trust
with
Teammates
Understand
the Purpose
Commit to Team
Decisions
Make Team
Success Your
Goal
Be a Ideal
Team Player
Continuously
Develop Your
Strengths
Engage in
Constructive
Conflict
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
@leankitjon
leankit.com/learn
• Articles
• E-books
• Webinars
• Templates
• Case Studies
Key Reading
The Ideal Team Player
- Patrick Lencioni
Turn the Ship Around
- David Marquet & Stephen Covey
Team of Teams: New Rules of Engagement for a Complex World
- Stanley McChrystal et al
The Essential Drucker
- Peter Drucker
Drive: The Surprising Truth About What Motivates Us
- Daniel Pink
Online
@leankitjon
leankit.com/learn
• Articles
• E-books
• Webinars
• Templates
• Case Studies
Even More Learning Online
@leankitjon
The fundamental task of
management remains the
same: to make people
capable of joint performance
through common goals,
common values, the right
structure, and the training and
development they need to
perform and to respond to
change - Peter Drucker

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Respect for People - Lean's neglected pillar

  • 1. @leankitjon Respect for People Lean’s Neglected Pillar Jon Terry Co-founder slideshare.net/jonterry2
  • 2. LeanKit • Experts in the “new” Lean – Lean for business • Focus on building software that harnesses the innate preference for visual information • Enterprise-wide work collaboration software purpose-built for Lean Create harmonious business flow across an enterprise.
  • 3. @leankitjon Emerging Leaders Chris Riesgo Claire George David NealAlex GlabmanCarl Nightingale Jim Cowart Kai Passo Katie St. Francis Liz Llewellyn-Maxwell Naomi Crowson Mohammed Khalid Michael Cavopol
  • 4. @leankitjon What do you mean Respect for People, Jon? - Chris “Gunny” Gundersen
  • 5. Yes. Sure. Of Course. But How?
  • 6. @leankitjon The way I’ve been telling it hardly giving it the Respect it deserves Eliminate Waste Build Quality In Create Knowledge Defer Commitment Deliver Fast Respect People Optimize the Whole Process Skilled People Tools& Technology
  • 7. @leankitjon The Toyota Way has two main pillars: continuous improvement and respect for people. - Katsuaki Watanabe
  • 10. @leankitjon On the right track Measure to Manage Focus on rapid flow of value & fast feedback loops vs up-front planning & high utilization of all resources Motivation Belief in the intrinsic motivation of clear purpose vs extrinsic motivation driven by rewards & punishment
  • 11. @leankitjon Bring into alignmentContinuous Improvement Focus on rapid flow of value & fast feedback loops vs up-front planning & high utilization of all resources Respect for People Belief in the intrinsic motivation of clear purpose vs extrinsic motivation driven by rewards & punishment
  • 12. @leankitjon Putting the House in Order Or Continuously Improving Continuous Improvement
  • 13. Customers ContinuousImprovement Centered on Customers What do they want? And what must we do to deliver it? RespectForPeople Relentless Focus on Delivery
  • 14. Customers Eliminate Waste Build Quality In Defer Commitment Create Knowledge Deliver Fast What Instead? Optimize the Whole ContinuousImprovement Elevating Leaves A Gap How should continuous improvement principles evolve RespectForPeople Relentless Focus on Delivery RespectForPeople ContinuousImprovement
  • 15. Customers Visualize Workflow Eliminate Waste Create Knowledge Build Quality In Defer Commitment Deliver Fast Optimize the Whole ContinuousImprovement Relentless Focus on Delivery Visualize Workflow Kanban’s transparency is key to all other Lean change RespectForPeople
  • 16. Customers Visualize Workflow Eliminate Waste Experiment to Create Knowledge Build Quality In Defer Commitment Deliver Fast Optimize the Whole RespectForPeople ContinuousImprovement Relentless Focus on Delivery Experiment Knowledge creation requires hypothesis and acceptance of failure
  • 17. Customers Visualize Workflow Eliminate Waste Experiment to Create Knowledge Build Quality In Defer Commitment Deliver Fast JIT Optimize the Whole RespectForPeople ContinuousImprovement Relentless Focus on Delivery JIT not just Fast Delivering early creates inventory and sacrifices optionality
  • 19. @leankitjon Respect for whom? 1. Go See - Profound knowledge about potential process or product improvements starts with observation 2. Ask Why - Ask open-ended questions based on observing actions, not on assumptions. Use 5 Why's to find root cause and real needs vs surface asks 3. Show Respect - Assume the team on the ground knows more about their specific context than you or their manager. But avoid embarrassing them, too
  • 20. @leankitjon Team? Bad Typical ad hoc, time-sliced project approach forces a person to be part of many ‘teams’, preventing development of team culture and not allowing process stability for kaizen Projects
  • 21. @leankitjon Team? Better Service centers where rare specialists work together as teams to manage a shared queue of demand coming from other teams. Component teams if you must Projects
  • 22. @leankitjon Team? Best Dedicated, long-lived cross-functional teams of 5-9 people (up to 15 for big hairy problems) who have the skills needed to handle 80% of work without dependencies Projects
  • 24. @leankitjon The role of management is to change the process rather than badgering individuals to do better - Edwards Deming
  • 25. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Humble. Hungry. Smart A Lean-Agile company has no place for brilliant jerks. You are the gatekeeper
  • 26. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Towards Mastery The people build the product, the manager’s job is to build the people
  • 27. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Purpose Ad Nauseum If they don’t know The Goal they can’t find the bottleneck
  • 28. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery No norming without storming To achieve implicit trust a leader must mine for conflict
  • 29. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Autonomy not anarchy Establish boundaries then allow space for failure in order to achieve innovation
  • 30. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Elevate yourself out of a job Successful leaders move beyond team supervision to focus on company goals
  • 31. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Productivity not busyness Our focus is the throughput of the cross-functional team not activity of its members
  • 34. @leankitjon Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare. - Patrick Lencioni
  • 35. Humble. Hungry. Smart Not everyone is a social butterfly, but you absolutely can get better Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 36. Be respect worthy In the tech world, if you’re not staying ahead of the trends you’re falling behind Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 37. Be purpose driven If the mission is unclear, don’t stop asking until you understand Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 38. Invest in relationships Strive for implicit trust. It’s not easy. Keep working at it Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 39. Dissent Beforehand Absolutely discuss and dissent when planning with your team. But once you decide, it’s done Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 40. No False Harmony If you bottle up disagreement it will explode in a crisis. Get it out when things are safe. Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 41. Only the end result matters Individual productivity is irrelevant if the team isn’t winning Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 42. @leankitjon leankit.com/learn • Articles • E-books • Webinars • Templates • Case Studies Key Reading The Ideal Team Player - Patrick Lencioni Turn the Ship Around - David Marquet & Stephen Covey Team of Teams: New Rules of Engagement for a Complex World - Stanley McChrystal et al The Essential Drucker - Peter Drucker Drive: The Surprising Truth About What Motivates Us - Daniel Pink Online
  • 43. @leankitjon leankit.com/learn • Articles • E-books • Webinars • Templates • Case Studies Even More Learning Online
  • 44. @leankitjon The fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structure, and the training and development they need to perform and to respond to change - Peter Drucker