Lean Quote: Success Always Starts With Failure

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Success comes through rapidly fixing our mistakes rather than getting things right first time." — Tim Harford, Adapt: Why Success Always Starts With Failure

Success always starts with the knowledge of what failure would be, because if you haven't defined what failure is, you haven't defined what it isn't, i.e. success.

Ultimately though, we most often learn through trial and error. We reserve the word success for the accomplishment of difficult things and there are few difficult things you get right on the first try.

Hence while success does not ALWAYS start with failure, it would be fair to say it does most of the time. If you aren't failing, you're not trying, and if you aren't trying you aren't succeeding.

Treat every mistake as an opportunity to learn and grow. Don’t feel stupid or doomed forever just because you failed at something. You can find always other opportunities. If you’re not making mistakes, you’re not improving. Henry Ford said, “Failure is merely an opportunity to begin again knowledgeably.” Failure can be an inevitable stepping-stone to great achievement.

Management needs to establish an environment where failure is acceptable. Failures can either destroy or advance our goals, but it's our response to them that truly determines the outcome. If we are too afraid of failure to try then we will never know if we can improve our situation.

Nobody likes to make mistakes. However, the simple reality of life is that at some point, all of us are going to be wrong. That’s just life. We are going to make mistakes. A colleague of mine always says, “Learn to fail quickly.” Essentially, if you are going to fail you need to learn to do it quickly in order to get the data (results) that you can use to gradually improve. The faster you get at learning from unforeseen circumstances and outcomes, the faster you can find a solution that truly adds value.


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Bring Value to Your Value Stream Map with These Ten Tips

Value stream mapping is a tremendously valuable tool for improving a process. Well suited for a broad range of industries and processes. A value stream map (VSM) illustrates the flow of materials and information as a product or service moves through a process. In short, it helps eliminate waste.

But like any tool, VSM must be applied properly. That means avoiding the common errors that invalidate the mapping process. Below are some tips on developing an accurate VSM. These tips will not only improve the accuracy of your map and facilitate the mapping process.

1. Define a value stream.
Include all the activities required to bring a product from “raw materials” into the customer’s hands or provide service to a target audience.

2. Base the value stream map process on customer requirements.
You must understand what the customer values, and use that as your starting point. If you don’t, you risk, in the words of my favorite band The Fall, paying “the highest attention to the wrong detail.”

3. Capture the process as it operates now, not how it’s supposed to operate.
A process that worked well when you had 20 employees may not perform as efficiently now that the business is a 200-person company. Be sure you map the process as it happens now, not the way it used to work—or how you wish it worked!

4. Assign a value stream map manager to lead the mapping effort.
Input from team members and stakeholders is important, but appoint (or elect) one team member to draw the entire value stream map. This ensures that the manager understands the material and information flows.

5. Walk through the process to ensure that the flow of materials and information is accurate.
Make sure your map reflects the reality of the process—verifying this by following the process from start to finish can reveal crucial details you might have missed.

6. Focus on one small step at a time.
Make sure you capture each step accurately. For example, don’t trust the clock on the wall to measure cycle times—use a stopwatch.

7. Identify critical paths and bottlenecks.
Your map may reveal a number of potential areas for improvement. Which ones will make the biggest difference in meeting customer requirements?

8. Create a future state map from the current state map.
Your current-state map suggests where to focus your efforts, so you can draft a map that shows how value will flow through an improved process.

9. Limit the improvement plan to achieve the future state to a one-page document, if possible.
List the actions that need to happen to improve the process. Use simple, clearly-defined steps.

10. To implement the improvement plan quickly, focus on individual areas.
Take a step-by-step approach to putting your plan in action, then update your future state map as you implement each step.

Creating a value stream map of the current state of your process helps you focus on areas of waste such as excess inventory, non-value-added time, and multiple operators. It’s not an easy undertaking, but making a good value stream map is a great way to help everyone involved understand and see where improvements can be made. These tips will help you develop accurate value stream maps.



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Lean Quote: True Power is Worth Having

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"True power means being as strong as you need to be and no stronger." — Meryl Runion

True is real power.  It's not power over anyone.  It's not control of anyone. It's not power you take. It's a power with others, a power of influence, and a power freely given to you.  This kind of power enables you to say what you mean and mean what you say without being mean when you say it.

Search the word "power" on thesaurus.com and the first definition you'll find is competence. The second is capacity. The third is control. I like the first two definitions and the third as long as the control is self-control.  Here are some tips to help embrace your true power:

1. Become unflappable.
Don't confuse a strong reaction with power.  If someone can provoke you, then they have power over you. Master your own emotions, reactions, and choices.

2. Commit to life-long learning.
You're not done learning just because you finished school.  You'll become irrelevant is you stop learning.  Read at least a half hour each day, explore developments in your field, and be a continuous learner.  Then, share your knowledge to help others achieve their objectives.

3. Be a visionary.
Don't limit yourself to the confines of others people's thinking, what has already been done, and what's wrong. Powerful people spend more time talking about possibilities than limitations. Consider and communicate new perspectives, things as they could be, and possibilities. Elevate every conversation to the broader context.

4. Curry favor.
It's not unethical or "sucking up" to seek to win the hearts, minds, and support of colleagues and supervisors. It's only unethical if you are insincere in your efforts. Deliberately build alliances, connect, and bond. People like to support people who support them.

5. Practice patience.
Don't think you need to win every battle. The battle you win could cost you a war. Consider long term objectives when choosing what to do. True power is built over time.

True power means being as strong as you need to be and no stronger.  Meryl Runion says "The louder you talk, the less they hear." Power is not about throwing your weight around and making a lot of noise.  It's about getting results.


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Fabulous Formula to Speak Strong

Good communication skills are essential for successful leadership. Recently, I have been reading a book on learning to communicate clearly by Meryl Runion called SpeakStrong.  In her book Meryl shares her favorite formula for effective communication: "Say what you mean and mean what you say without being mean when you say it."

Meryl also shares with readers three other formulas that I want to share with you here.

1. The FACE formula to address issues and ask what you want.
The FACE formula has four parts to it - the facts, appreciation, consequence or cost, and expectation.

Facts: Begin by describing the facts.  This is the observable kind of information you collect first hand.
Appreciation: Once you explain the facts, use your appreciation statement to create safety.
Cost/Impact: Next is your consequence statement, where you talk about the impact of their actions for you, them, and others.
Expectations: Finally, it's time to make your request. That's the expectation.

Just remember to FACE your problems, and you'll be able to Speak Strong.

2. The CASE formula to address conflict.
Sometimes, all you have to do is ask, and you receive. Other times, you need to ideas, explore issues and negotiate outcomes. That's when the CASE formula comes in handy.  Here's how this formula works.

Clarify: Begin by exploring their position, attitudes, and perspectives. Keep asking questions and exploring until you have confirmed that you understand them.
Assert: Once you both agree that you understand them, explain your own perspective. Refer back to the FACE formula for this.
Seek solutions: You and the other person should sit side-by-side looking at the problem in a mutual effort to find solutions that work for all concerned.
Evaluate: Review the ideas you came up with and build agreements based on them. Make sure the options you select are realistic and everyone is willing to commit to them.

3. The ACT formula to say no.
You might think saying "no" should be simple, but most everyone I know has a problem with that simple two-letter word. That's why the ACT formula is so helpful.

Acknowledge the request: The first step is to acknowledge the request with a simple phrase.
Circumstance: Then briefly explain your circumstance that is the reason why you're declining.
Tag: Close with a tag phrase that affirms the relationship.

Meryl, also shares the 5 C’s of Responsible Leadership:

Clarity results in conviction: a clear commitment to your beliefs.
Conviction inspires courage: The “courage” of conviction.”
Courageous leaders are willing to use candor in their communication.
Candor lends itself to creative expression.
Creative expression adds clarity to your position.


These formulas provide the framework to communicate powerfully and effectively. Master these skills for the quick edge you need to make any conversation turn out right.

Seven Strategies to Bridge the Communication Style Gap

While at the Northeast Shingo Prize Conference in Springfield, MA at the beginning of October I had the opportunity to meet Meryl Runion. Meryl gave a presentation on powerful communication. She calls herself the Kata Qween of Communication. The key she says is continuous communication improvement. Katas are practices to make that improvement a way of life.

I am happy to share Meryl's strategies on dealing with different communication styles.


Research pertaining to communication style uncovers four different communication styles that are determined by two factors – pace and people-orientation. “Visionaries” are fast-paced, people-oriented communicators. “Achievers” are fast-paced task-oriented communicators. “Reflectives” are slower-paced, task-oriented communicators. “Likeables” are slower-paced, people-oriented communicators. Each style has its own strengths and weaknesses. And like oil and vinegar, they don’t blend perfectly, but they do complement each other.

Communication skill training is never complete without analyzing communication styles and learning how to communicate effectively with different personality tendencies. Here are some dos and don’ts to help you bridge the communication style gap.

1. Ask the question, what’s my communication style?
Take a simple communication test to find out.
Don’t: assume everyone has the same style you do, or that your style is better than others.
Why not? What seems normal to you may seem picky, illogical or undecipherable to someone else.
Do: Know thyself. Get conscious of your own communication style, communication strengths, and communication flaws.
Why? The better you understand how you communicate, the more likely you will be to adapt to different communication styles.

2. Invite important people in your life to take the communication style quiz
Once you understand your own style, enlist the interest of others.
Don’t: imply they need to take the test remedially.
Why not? Any implication there is something wrong with their style will create resistance.
Do: let them know you’d like for them to take the test so you can better understand how they communicate.
Why? It presents a benefit to them that is likely to interest them.
PowerPhrase / What to say: “I’m studying communication styles because I’d like to improve my communication skills. Would you take a quiz communication style quiz to help me understand how you communicate?” 
Poison Phrase / What not to say: "You need to take this test."

3. Initiate a conversation about conversations with people of other communication styles.
Don’t: continue a conversation that isn’t working when you need a conversation about how you communicate.
Why not? If you are speaking different languages, speaking longer or louder won’t help.
Do: take a step back and discuss how you can bridge the communication barrier.
Why? It’s like rebooting your computer. It gives you a fresh start.
PowerPhrase / What to say: “We seem to be speaking different languages. I’d like to discuss our communication styles and find ways for us to adapt to each other’s style.”
Poison Phrase / What not to say: "You’re not making sense."

Tips for communicating with each of the four different communication styles

4. When you talk to a “Visionary”, make it fun.
Don’t: overload Visionaries with details and don’t expect them to meet your standards for detail.
Why not? Their eyes glaze over from details and you lose them. You set them…and yourself…up for failure when you expect them to embrace a high level of detail.
Do: provide details on a need-to-know basis, and let them know why they need to know it.
Why? Since they don’t love details for detail’s sake, they need to understand how the details fit into their big picture in order to tolerate them.
PowerPhrase / What to say: “Here’s what you need to know to make this happen.”
Poison Phrase / What not to say: "I’m telling you everything because if it isn’t perfect it isn’t right." (Now there’s a formula for overload!)

5. When you talk to an “Achiever”, make it fast.
Don’t: share information they don’t need or initiate a personal discussion in a business conversation.
Why not? They have little patience for anything off purpose.
Do: provide information on a need-to-know basis.
Why? That’s all they want to hear.
PowerPhrase / What to say: “I have two points to make and I need three minutes of your time. Number one…”
Poison Phrase / What not to say: "Hi! Let me tell you about my weekend!"

6. When you talk to a “Reflective”, make it logical and accurate.
Don’t: approximate or go off on tangents.
Why not? In a Reflective’s world, if it’s not exact, it’s not right. Reflectives expect conversations to go from A to B to C to D and are not good at following tangents.
Do: be as logical, detailed and systematic as you can. When you estimate, let them know it’s an estimate. Before going on a tangent or changing the subject, warn your listener.
Why? When you let them know you are estimating, they won’t assume exactness. When you warn them of a tangent, they know to shift gears and are better able to follow your track.
PowerPhrase / What to say: “I estimate I’ll be there at 2:00. It could be fifteen minutes either side of 2:00.” or, “This point is off topic…”
Poison Phrase / What not to say: " I’ll be there at 2:00." (When you are actually estimating.)

7. When you talk to a “Likeable”, make it personal.
Don’t: just relay facts.
Why not? Likeables will think something is wrong.
Do: add small-talk, even if it’s only a few words.
Why? Even a few personal words inspire and motivate Likeables.
PowerPhrase / What to say: “I missed you at the meeting. Here’s what you need to know.”
Poison Phrase / What not to say: "Here’s what you missed at the meeting."

Analyzing communication styles and learning how to interact with different communication styles is a vital part of communication skill training. Follow the tips in this article and you’ll be bridging the communication gap in no time.


About the author:

Meryl Runion and Speak Strong (SpeakStrong) provides Power Phrases (PowerPhrases) and other tools to help you improve communication skills at work and at home. You can read more about her at www.speakstrong.com.

Meryl is the author of six books on communication that have sold over a quarter million copies worldwide, including Speak Strong, PowerPhrases!, How to Use PowerPhrases,Perfect Phrases for Managers and Supervisors, and How to Say It: Performance Reviews. You can reach her at 719-684-2633, or by email: E-mail Meryl.

You can also follow Meryl on Twitter: http://twitter.com/merylrunion.

Does Your Company Measure Up? Using Metrics to Improve Performance Webinar Replayed

It is hard to talk about making improvements without the conversation, at some point, turning to metrics. Used right, measuring processes in an organization can propel it forward. Used wrong, measurements can be disruptive and wasteful, and can crush morale.

In this presentation from Tim McMahon and Jeff Hajek’s webinar series, you will learn some of the measurement secrets we have picked up over the years. We’ll give you some practical tips that can help you use metrics to get more out of your organization, all while improving job satisfaction for the team.



An extended version (38 slides) of the PowerPoint presentation used in this video is available for purchase at the Velaction Store.

Lean Quote: Praise the Behavior Not the Person

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Only praise behavior that you want to be repeated. Never use false praise." — Coach Dean Smith

All of us like to receive a pat on the back every once in a while for our efforts because it feels good and it lets us know that our efforts are being appreciated. In many places, however, the trend is to find fault and lay blame on our negative characteristics rather than our positive ones. This can lead to underlying resentment, bitterness, and low morale.

Feedback is not about insulting someone's behavior; it's about telling him or her how to be better. For example, you would never say to a child, "You are a mistake." Instead you would say, "You made a mistake."

Do your best to avoid hurting anyone's feelings. Use a softened start-up followed by a gentle suggestion. For example you could say, "I really like the way to talk to your supervisor, you would get a better response from your team members if you spoke to them in the same way.

Identify the negative behavior, explain how it hurts the company, and provide a concrete description of your desired behavior. Make your praise specific to the behavior. Avoid making any generalities about the praise you are giving. Before you praise someone, isolate the behavior that you are praising them for and praise that behavior along with the person. This will make the praise much more valuable to them and it will reinforce that specific behavior.

Learning how to give feedback and criticism in a way that the person you are talking to will take it in and learn from it may be a leader’s greatest tool for building an effective team. As leaders, it is important to let people know the things that they do right and encourage them to repeat behaviors that produce good results.


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