In this presentation, we discuss the 3 failure modes of lean journeys (not all of these slides will be useful without hearing the explanation that goes along with them)
A talk by Ray Weaver
CEO, ABOGE Coaching and Consulting, Inc.
Leaders,
I have been fielding calls on holding conversations on the events that have been happening in our nation. Specifically, the conversation around the subject of race. I too find it an uncomfortable conversation.
It is a fact, it is uncomfortable because it has emotions, differing opinions, and high stakes; hence, it’s known as a Crucial Conversation.
Conversations like these require us to be totally present, attentive, and open. Additionally, it will not get any easier, if we shy away from holding them.
As I was journaling on the subject today, I reflected on my fear of having conversations about race. After a few hours, I found much of my fear was based on my feeling of not being an expert on race. I am an expert on how I feel, but not on the deep psychology and philosophy of the study of race.
Later, it occurred to me, my fears were based on my thinking I needed to solve the problem (the expert); hence, I felt ill-equipped to do so.
The realization of my fear, aided in my asking another question, “What if, to start the conversation, I just engage to educate myself on the feelings and insights of others from a learning perspective?” I immediately felt empowered and willing to have the conversation; with the intention to learn, listen, and grow.
Face it, this is a large, deep, and complex issue; and it will take multiple conversations, reflection, intentioned efforts, and action on a personal, interpersonal, and national level to solve.
But, additionally, it to requires a willingness to engage in dialogue, within your sphere of influence; no matter how uncomfortable.
I am sharing this not as a simplification. It is to let you know, you are not alone in the uncomfortableness of it, and that you are equipped to have the crucial “learning” conversation if that is your intention.
As leaders, it is necessary for us to open the dialogue and lead the way.
Attached is a Crucial Conversation Checklist, which includes the visual model of the process. It provides the structure to hold the uncomfortable conversations, which is a requirement of the work of leadership.
I am reminded of a quote on the opportunity. It is said, “…real opportunity, unlike magical thinking, often comes dressed in overalls, and looks like work.”
I hope this will support your being open to learn, engage, and hold uncomfortable conversations; as part of your work in leadership.
Stay Safe! Stay Healthy! Stay Strong!
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/it-will-be-uncomfortable-conversations-required-of-leaders-in-the-diverse-workplace/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
How our team at WEEL defines growth and structures processes and people around it.
Growth, though it sounds easy, is extremely hard to do at scale. You have to first know what metric you're trying to grow before you start doing anything.
Here are some of the takeaways we've found work for WEEL in the Brazilian B2B online lending space.
Leverage true grit, overcome your fears and embrace leadership. All of these are in you, so unleash them for your lasting career, professional, and business success.
There are three dimensions for healthy organizations to grow and innovate. This presentation shares what's needed and where and why companies undermine their success.
A talk by Ray Weaver
CEO, ABOGE Coaching and Consulting, Inc.
Leaders,
I have been fielding calls on holding conversations on the events that have been happening in our nation. Specifically, the conversation around the subject of race. I too find it an uncomfortable conversation.
It is a fact, it is uncomfortable because it has emotions, differing opinions, and high stakes; hence, it’s known as a Crucial Conversation.
Conversations like these require us to be totally present, attentive, and open. Additionally, it will not get any easier, if we shy away from holding them.
As I was journaling on the subject today, I reflected on my fear of having conversations about race. After a few hours, I found much of my fear was based on my feeling of not being an expert on race. I am an expert on how I feel, but not on the deep psychology and philosophy of the study of race.
Later, it occurred to me, my fears were based on my thinking I needed to solve the problem (the expert); hence, I felt ill-equipped to do so.
The realization of my fear, aided in my asking another question, “What if, to start the conversation, I just engage to educate myself on the feelings and insights of others from a learning perspective?” I immediately felt empowered and willing to have the conversation; with the intention to learn, listen, and grow.
Face it, this is a large, deep, and complex issue; and it will take multiple conversations, reflection, intentioned efforts, and action on a personal, interpersonal, and national level to solve.
But, additionally, it to requires a willingness to engage in dialogue, within your sphere of influence; no matter how uncomfortable.
I am sharing this not as a simplification. It is to let you know, you are not alone in the uncomfortableness of it, and that you are equipped to have the crucial “learning” conversation if that is your intention.
As leaders, it is necessary for us to open the dialogue and lead the way.
Attached is a Crucial Conversation Checklist, which includes the visual model of the process. It provides the structure to hold the uncomfortable conversations, which is a requirement of the work of leadership.
I am reminded of a quote on the opportunity. It is said, “…real opportunity, unlike magical thinking, often comes dressed in overalls, and looks like work.”
I hope this will support your being open to learn, engage, and hold uncomfortable conversations; as part of your work in leadership.
Stay Safe! Stay Healthy! Stay Strong!
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/it-will-be-uncomfortable-conversations-required-of-leaders-in-the-diverse-workplace/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
How our team at WEEL defines growth and structures processes and people around it.
Growth, though it sounds easy, is extremely hard to do at scale. You have to first know what metric you're trying to grow before you start doing anything.
Here are some of the takeaways we've found work for WEEL in the Brazilian B2B online lending space.
Leverage true grit, overcome your fears and embrace leadership. All of these are in you, so unleash them for your lasting career, professional, and business success.
There are three dimensions for healthy organizations to grow and innovate. This presentation shares what's needed and where and why companies undermine their success.
Turn a Group Into a Team. About team size, diversity, and more.Shiftup
Discover in this deck our first exclusive webinar for Shiftup Explorers and Facilitators: Turn a Group into a Team (about team size; diversity; and more), hosted by Jurgen Appelo
Mental Models Game Prototype Presentation May 2013 updateVille Keranen
Concept presentation about Mental Models Card Game. The game was invented by Tiimiakatemia Creativity Program LÄN back in 2006. Monkey Business took over the development in 2010 and intends to publish it as a card game as well as an open source project.
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Thinking back over my 4 years at Spotify, I see 3 main insights:
1. Aligned autonomy is an ongoing struggle;
2. Building teams in the context of high growth require different assumptions;
3. Consulting companies are generally better at forming high-performing teams fast.
10 Essential Skills To Be A Great Leader In The Digital AgeCoralie Sawruk
In a world dominated by fast responses to ever changing markets, you need to augment your human skills if you want to be a great leader in the digital age. Here are 10 essential skills for you!
This SlideShare called Foxes and Dolphins was originally created for the CICM 2017 Conference in London on 11th July. The content is based on and draws 5 core themes from my new book, Developing High Performance Teams. It is a 25-minute presentation designed for leaders and managers.
Multipliers is a national bestseller that explores the differences between good and bad team leaders, identified as Multipliers (the good) and Diminishers (the bad).
Successful leaders invest in the growth of their employees and elevate them to reach their full potential. With this endgame, everybody wins.
Turn a Group Into a Team. About team size, diversity, and more.Shiftup
Discover in this deck our first exclusive webinar for Shiftup Explorers and Facilitators: Turn a Group into a Team (about team size; diversity; and more), hosted by Jurgen Appelo
Mental Models Game Prototype Presentation May 2013 updateVille Keranen
Concept presentation about Mental Models Card Game. The game was invented by Tiimiakatemia Creativity Program LÄN back in 2006. Monkey Business took over the development in 2010 and intends to publish it as a card game as well as an open source project.
[Yow! 2019] 3 insights from 4 years at SpotifyJason Yip
Thinking back over my 4 years at Spotify, I see 3 main insights:
1. Aligned autonomy is an ongoing struggle;
2. Building teams in the context of high growth require different assumptions;
3. Consulting companies are generally better at forming high-performing teams fast.
10 Essential Skills To Be A Great Leader In The Digital AgeCoralie Sawruk
In a world dominated by fast responses to ever changing markets, you need to augment your human skills if you want to be a great leader in the digital age. Here are 10 essential skills for you!
This SlideShare called Foxes and Dolphins was originally created for the CICM 2017 Conference in London on 11th July. The content is based on and draws 5 core themes from my new book, Developing High Performance Teams. It is a 25-minute presentation designed for leaders and managers.
Multipliers is a national bestseller that explores the differences between good and bad team leaders, identified as Multipliers (the good) and Diminishers (the bad).
Successful leaders invest in the growth of their employees and elevate them to reach their full potential. With this endgame, everybody wins.
The 7 Habits of Highly Effective People (summary).pdfBishwajitSingh6
It's a summary of "The 7 Habits of Highly Effective People" a book written by Stephen R. Covey that is very useful for our life improvement if we can practice.
Being resilient: Self care for Change PractitionersProsci ANZ
It's nearly the end of another big year of change - an ideal time to pause and take time out for ourselves. Being involved in change can be exciting and exhausting and for us to be of service to others, we need to regularly take stock of how WE are and build our resilience.
In our final Change Community of Practice Webinar for 2017, join us in sharing how you refresh your energy and passion and build the resilience you need to perform at your best.
- What is resilience?
- Why is it important for change professionals?
- Top 5 Tips for Being Resilient
Learn how to take most out of personal development! Rogerio Galiano
Putting a self-help plan into action can turn your life around very quickly. This can help you think on where to start in making great changes when it comes to your life. The basics of what you should know, and where to begin putting the pieces back together, are contained in this article!!!!
17 FROM 17: THE BEST BUSINESS BOOKS OF 2017Kevin Duncan
This year's highlights of the popular blog greatesthitsblog.com.
Author and business advisor Kevin Duncan reads business books extensively and summarises them so you don't have to.
7 Habits of Most Successful People, Habits to Succeed, How to get Success, Personality Development, Develop Yourself, Change is Future, Change to Success, Success, Self Development , Motivation
This is a presentation to the Women for Economic Leadership and Development Conference. If you are interested in learning more about innovative leadership, this will give additional details on our thinking as well as a self assessment tool.
The No-Nonsense Framework for Closing the Strategy-Execution Gap
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
Reignite your desire to improve (NDC Sydney 2018)Richard Banks
"We're doing pretty well. There's not much to improve on" #sigh
It's so, so easy to get improvement fatigue. To become overly familiar and comfortable with the little dysfunctions in how you and your team work. To stop improving and start missing out on the fresh ideas and experiments that could elevate your team beyond the level they're currently working at.
Let's explore the common problems teams often become comfortable with, and ideas for addressing them. Let's explore what you could try that can help your team think differently, to challenge the status quo, and to help you and your team reinvigorate your desire to improve and to raise your game to the next level!
Similar to Morris Midwest Customer Open House March 2013 (20)
This is my presentation at the ISPE Conference : http://www.ispe.org/2013-ispe-executive-forum/conference-schedule
It focuses on the 5 leadership moves that we describe in The Hitchhiker's Guide to Lean (www.hitchhikersguidetolean.com)
This presentation is on transforming how problems are managed and solved in organizations today. It is being delivered for the Iaccoca Institute at Lehigh Unversity.
Coaching Michigan's Workforce by Jamie Flinchbaugh, Lean Learning CenterJamie Flinchbaugh
A presentation on coaching's role in workforce development and how to apply standard work for coaching, provided via webinar for the Michigan Lean Consortium in May 2010.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
4. Pareto of Lean Failure Modes
Top 3 Failure Modes
1. Lean is about
thinking, not tools
2. Leadership must be
engaged, not just
passive support
3. Don’t copy a
strategy. Each
organization needs
its own roadmap.
4
5. Why Sustainability
is Hard
Tools are not
enough
Principles drive
behaviors
How do we work
at this level?
5
6.
7. •5 Principles drive lean
Get the
behaviors
7
thinking right
•Directly observe work as
activities, connections, and
flows
“Saying is one thing, •Systematic waste
doing another.” elimination
-Montaigne •Establish high agreement
of both what and how
•Systematic problem
solving
•Create a learning
organization
8. Leaders must
•5 Leadership Moves
be engaged, not
just supportive
•Leaders must be teachers
8
•Create tension, not stress
“You must
be the change •Eliminate both fear and
you wish to see comfort
in the world”
- Gandhi •Lead through participation,
not proclamation
•Build lean into your personal
practices
9. 1 Percent
Wildly
Successful
Will you follow everyone else’s
strategy, or chart a new
course?
http://www.riskmanagementinsight.com/media/images/weblog/Lemmings.jpg
http://www.riskmanagementinsight.com/media/images/weblog/Lemmings.jpg
9
10. Your Next Changing culture requires…
Steps Our principles are a product of our
past experiences. To change them,
we must:
1. Articulate the change. Give
people the language that
explains the thinking.
2. Give people new experiences
that outweigh the old
experiences.
3. Help people reflect to internalize
the thinking.
Be the change you wish to see.
Lean begins with you!
10
12. Jamie Flinchbaugh
Lean Learning Center
LeanLearningCenter.com
JamieFlinchbaugh.com
Jamie@LeanLearningCenter.com
12
Editor's Notes
Purpose Part of how we think are the Lean Guiding Principles. Steps Indicate the key points. Add your own perspective. Key Points We must change how we observe and learn to observe the actual system that produces our results, not just observe the results. Our current observations usually only drive further fire-fighting and do not lead to systematic change. With the purpose of the principle bring tools such as value stream mapping. My perspective on this lean principle: ____________________________________________________________________________________________________________________________________________________________________________________________
Purpose Part of how we think are the Lean Guiding Principles. Steps Indicate the key points. Add your own perspective. Key Points We must change how we observe and learn to observe the actual system that produces our results, not just observe the results. Our current observations usually only drive further fire-fighting and do not lead to systematic change. With the purpose of the principle bring tools such as value stream mapping. My perspective on this lean principle: ____________________________________________________________________________________________________________________________________________________________________________________________