Here is the next addition of tips from the Facebook page:
Lean Tip #3871 – Lead by Example, Not by Directive
One of the most powerful tools a leader has is consistency between their words and actions. In Lean, this means showing commitment to the principles of respect, problem-solving, and continuous improvement by the way you personally work. If you demand accountability but don’t practice it yourself, your credibility erodes quickly.
When leaders visibly participate—walking the floor, using problem-solving tools, or embracing feedback—they set the tone for the entire organization. People take their cues from leadership behavior. If you want your team to embrace Lean, they must see it in action through you first.
Lean Tip #3872 – Go to the Gemba (The Real Place)
Decisions made far from the work often miss the realities employees face. That’s why Lean leaders prioritize Gemba walks—visiting the actual workplace where value is created. Seeing processes firsthand helps you connect observations with data, uncover issues that might not appear in reports, and build relationships with employees.
When done with humility, Gemba visits demonstrate genuine respect for your people. Instead of “policing,” you’re learning. Ask employees to explain their work, listen to their frustrations, and thank them for insights. Over time, this builds trust and leads to better-informed decisions.
Lean Tip #3873 – Ask Questions Before Giving Answers
It’s tempting as a leader to provide quick solutions. But Lean leadership emphasizes coaching over directing. By asking thoughtful, open-ended questions, you encourage employees to engage their critical thinking and problem-solving skills. Questions like “What do you think the root cause is?” or “What would you try first?” empower people to take ownership.
This shift changes your role from “chief firefighter” to “capability builder.” Over time, teams gain confidence and skills to tackle problems independently. That not only reduces your burden but creates a culture where improvement is driven from every level, not just the top.
Lean Tip #3874 – Respect People by Listening Deeply
Respect for people goes beyond polite words—it requires intentional listening. When team members bring forward ideas or frustrations, Lean leaders pause, give full attention, and listen without preparing a counterargument. This demonstrates trust and shows that every voice has value.
Deep listening often uncovers process issues or opportunities for improvement that wouldn’t surface otherwise. Employees on the frontlines usually know where the real challenges are. When they see their input leading to action, engagement grows, and your culture of continuous improvement strengthens.
Lean Tip #3875 – Eliminate Blame, Focus on Process
When errors occur, many leaders instinctively look for someone to hold accountable. But Lean leaders recognize that 90% of problems stem from process weaknesses, not people. Shifting the focus from blame to learning creates a safer environment for employees to speak up about issues.
Instead of asking, “Who caused this?” ask, “What in the process allowed this to happen?” This approach uncovers systemic issues and leads to sustainable fixes. Over time, it builds trust—because people know mistakes won’t ruin them, but instead become opportunities for shared learning.
Lean Tip #3876 – Make Continuous Improvement Daily Work
Improvement isn’t something you do only during formal Kaizen events. True Lean leaders integrate improvement into the daily rhythm of work. That may include short reflection meetings, quick idea boards, or 5-minute process checks where employees can raise and address small issues.
When improvement becomes part of daily work, it stops feeling like “extra” effort. Employees see small problems being solved consistently, which builds momentum and confidence to tackle larger challenges. This steady, incremental progress compounds into significant results over time.
Lean Tip #3877 – Develop People, Not Just Processes
It’s easy to focus only on improving systems, but Lean recognizes that strong processes require skilled and engaged people. Leaders should invest in coaching, mentoring, and providing opportunities for employees to stretch into new challenges. Developing people builds long-term organizational strength.
When you help someone learn problem-solving skills, or support them through training and career growth, you’re not just solving today’s issues—you’re equipping them to handle tomorrow’s. Leaders who prioritize development create teams that can adapt, innovate, and sustain improvement without constant direction.
Lean Tip #3878 – Create Clarity Through Visual Management
Confusion slows teams down. Lean leaders reduce this by making information visible and easy to understand. Visual boards, color coding, simple charts, and floor markings help everyone know what’s happening, what the goals are, and where attention is needed.
This kind of transparency empowers teams to act without waiting for instructions. It reduces wasted time, improves alignment, and fosters accountability. When goals and progress are clearly visible, conversations shift from “What’s going on?” to “How can we improve this?”
Lean Tip #3879 – Standardize, but Stay Flexible
Standard work is the backbone of Lean—it provides stability and ensures consistency. But leaders must communicate that standards are not meant to stifle innovation. Instead, they represent the best-known method today and are always open to improvement.
Encourage your team to use standards as a baseline while remaining open to better ways of working. When someone finds a new, more effective method, update the standard. This mindset balances discipline with adaptability, creating a culture of learning rather than rigidity.
Lean Tip #3880 – Foster a No-Fear Culture of Experimentation
Fear kills creativity. Lean leaders encourage experimentation by creating psychological safety. Instead of demanding flawless solutions, promote the idea of “try small, learn fast.” A failed experiment is not a mistake—it’s a data point that brings you closer to the right answer.
When employees know they won’t be punished for taking initiative, they feel empowered to propose and test new ideas. Over time, this builds an innovative culture where continuous learning is the norm and breakthroughs emerge from small, low-risk trials.
Lean Tip #3881 – Align Around Purpose, Not Just Metrics
Metrics are important for measuring progress, but they don’t inspire people on their own. Lean leaders connect the work to a greater purpose—whether it’s delighting the customer, improving safety, or contributing to the community. Purpose gives meaning to tasks and builds pride in the work.
When employees understand why their efforts matter, motivation deepens. Teams stop chasing numbers for their own sake and begin striving toward something bigger. This sense of shared purpose creates alignment and energy that no performance dashboard can achieve alone.
Lean Tip #3882 – Slow Down to Go Fast
In the rush of daily operations, it’s tempting to push for quick fixes. But in Lean, slowing down to deeply understand a problem prevents wasted effort and rework later. Tools like root cause analysis and PDCA cycles encourage this thoughtful pace.
When leaders emphasize understanding before acting, they signal that thoroughness matters more than speed. Ironically, this “slower” approach often produces faster long-term results because solutions stick, processes improve, and problems don’t resurface.
Lean Tip #3883 – Recognize and Celebrate Small Wins
Big transformations are made up of countless small improvements. Lean leaders make a point to recognize and celebrate these incremental wins. Whether it’s a simple “thank you” in a meeting, a visible improvement board, or a small celebration, acknowledgment builds momentum.
Recognition reinforces the behaviors you want to see repeated. It also shows that leadership values the contributions of frontline employees. Over time, celebrating small wins creates an energized environment where improvement becomes contagious.
Lean Tip #3884 – Teach Problem-Solving as a Core Skill
A Lean leader’s job isn’t to solve every problem—it’s to teach others how. Building problem-solving skills across the organization ensures that improvement continues at every level. Encourage the use of PDCA, root cause analysis, and structured thinking.
As employees become more capable problem solvers, leaders can focus on removing barriers and coaching rather than firefighting. This distributed problem-solving capability creates resilience and allows your organization to adapt quickly to new challenges.
Lean Tip #3885 – Be a Servant Leader, Not a Boss
At its heart, Lean leadership is about service. Instead of commanding from above, servant leaders ask, “What do my people need to succeed?” This mindset shifts the role of leadership to enabling—removing obstacles, providing resources, and empowering employees to make improvements.
When
teams know their leader is invested in their success, trust deepens. People
feel safe to bring up issues, propose ideas, and take ownership of their work.
Over time, servant leadership builds loyalty, strengthens engagement, and
drives sustainable performance.
