Six Ways to Create a No-Fear Culture

Fear can manifest in an organization in many ways, but it typically occurs with a trickle-down effect, where ineffective leaders employ scare tactics to control the behavior of employees. If upper management provides mid-management no room to take risks and fail, middle management will be under constant pressure to hide anything short of a clear success, and, worse yet, place blame of their own employees for missteps, however minor. When every employee in the organization feels like she or he is walking on eggshells, it becomes impossible to focus on getting good work done.

As a leader, you have the authority and the responsibility to eradicate fear from your organization. If you don’t take action, it’s unlikely that anyone else will, and your boat will eventually sink as your people focus on protecting themselves by withdrawing and playing it safe (or worse, attacking others). By removing fear from the equation, your team will be more comfortable, inspired, selfless and ultimately more productive. Here are some great ways to get started that you can use to encourage others to follow in your footsteps.

1. Respond Instead of Reacting.

A common behavior when presented with a challenge is to let your emotions drive the situation. We all have a fight-or-flight reaction when we feel unsafe. Incorporate a technique into your workplace culture that will help you take a moment to respond instead of reacting. A responsive solution may take a little more time in the beginning, but it can save you the hours of cleanup for a reactive action to the challenge.

2. Build Trust.

Building trust takes time. It is not usually a one-time event. You can build trust by maintaining authentic interactions during daily work activities. One highly effective way to build trust is to make sure that verbal commitments and behaviors match the actions. For example, if your company identifies in the mission that the organization is a friendly or caring place, then employees would want to exemplify this behavior as a measure of the authenticity of the individual. Or an employee who commits to completing a task at a particular time would want to either complete the work on time or communicate the change in timelines. When you give employees a culture that maintains trust, you reduce fractures to the organization. Leaders who exhibit an authentic alignment of words to actions give employees a place where they can focus on the work instead of the breakdowns in behaviors.

3. Maintain a Process.

A process offers employees a roadmap for what they need to do, how they need to do it, and when it should be done. You reduce fear at work when employees have this process-driven roadmap in place to monitor workloads and timelines. The process provides an organized sense of movement that gives constant feedback and accountability of individuals for each part of the project.

4. Measure Systems, Not People.

W. Edwards Deming proposed a theory to measure the performance of systems, not people, to help drive fear out of organizations. As one of Deming's 14 Points on Total Quality Management, he advised eliminating numerical quotas for the workforce, as well as numerical goals for management. You can't have a culture of continual improvement if people are afraid of suffering serious financial consequences as a result of their individual performance.

Instead, our goal is to get everyone to realize that we're all in this together, working as a team and measuring the output of the overall system. This intrinsically motivated mentality encourages individual innovation on the team. It leads to better behavior, better performance, and improvements that can become breakthroughs for the company over time.

5. Listen to Everyone’s Ideas.

Each one of your employees is with your company for a reason. Encourage employees to voice ideas. Even if the idea may need some work, it’s still important that everyone has his or her say. This will show that each member of your team is valuable and his or her input is just as important as a fellow coworker’s.

In group settings, it’s common for someone to raise an idea just to be quickly shut down. The embarrassment attached to being shut down in front of everyone can be tremendous, and can even be enough to cause them to choose to never raise an idea again. This is stifling to an organization, and instantly creates a culture of fear.

6. Open and Transparent Communication.

Healthy cultures have top-down, bottom-up, and cross-department communication. If conversations are only happening in one direction or aren’t happening at all, it hinders transparency and openness, which makes it harder to establish a sense of trust in leadership within an organization. Leaders and employees need to be on the same page when it comes to feedback—it’s a two-way conversation. Leaders need to give feedback to employees, and employees need to feel safe giving feedback to leaders.

Building a great company culture isn’t something that will happen overnight, but you can take the first steps by talking openly with your employees and setting a clear vision. Even a small shift in mentality can make a big difference in developing a company culture that is envied by others.

These are a few examples of how to begin to remove fear from your workplace. More important than these examples is the disposition required to execute them. As you adjust your disposition to align with the points above, you’ll naturally begin to behave in ways that remove fear. All of your interactions with people will improve, your workplace will be energized, your stress level will be reduced, and everyone will become more productive.

Lean Quote: 5 Ways Leaders Can Help Their Teams

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.

"Ultimately, leadership is not about glorious crowning acts. It’s about keeping your team focused on a goal and motivated to do their best to achieve it, especially when the stakes are high and the consequences really matter. It is about laying the groundwork for others’ success, and then standing back and letting them shine."   —  Chris Hadfield, astronaut and former Commander of the International Space Station

What makes a great leader? When Chris Hadfield was commanding the International Space Station, he learned that it’s not about seeking out individual greatness to make yourself look good.  Instead, he found that excellent leadership is about building up the people around you: trusting them, empowering them, and ultimately, enabling them to contribute their expertise so that the team can become more than the sum of its parts. 

Here are five ways to help your team do better.

1. Be the Example – You as a leader must set the example of what it is to be better. Find areas that your team needs to focus on and be an example in those areas. If they’re struggling with communication, then over communicate the best you possibly can. Show them how they can communicate with others. Help them to understand where they are weak, but don’t make it a bad thing or negative. Instead, show them how they can be more successful when they communicate correctly.

2. Set a Clear Direction – You have to be leading your team in a clear direction. If they can’t see it, they wont understand how to get there. Vision is all about showing somebody where they’re going to be, not a goal or a dream, but what it looks like on the other end. If you can guide and direct them toward the vision, they can see it, and they can fill in the gaps as well.

3. Give Praise – People will repeat what they’re praised for. If you spend time finding them doing things right, they will continue to do what they were recognized for. If all you do is find them doing things wrong, they will become extremely gun-shy and not willing to put themselves out there. They won’t care about being better. The only thing they will care about is not getting their head chopped off.

4. Lead with Dignity – You must treat people with dignity. Understand that these are people. They’re somebody’s kids just like your kids, or like you’re somebody’s child. They want to be treated with dignity. They want to be treated with respect. They don’t want to be yelled at or told that they’re idiots or incompetent. Instead, if you will spend your time building them up, then you’ll find they will be more likely to put their neck out and do things better. They will spend more time trying to be a better team member and person.

5. Let Out the Rope – You’ve got to give them rope. No, not to hang themselves. You’ve got to let the rope out a little bit at a time as your team grows stronger. If you never let the rope out, you’re keeping them in the same spot they were before. As they become better, you have to allow them to be better.

So, if you want to build a team of motivated, hardworking professionals, you must embody commitment, honesty, and professionalism each day, which will make others want to follow in your footsteps.

Reducing Scrap and Rework in Manufacturing

Scrap and rework costs are a manufacturing reality impacting organizations across all industries and product lines. Scrap and rework costs are caused by many things—when the wrong parts are ordered, when engineering changes aren’t effectively communicated or when designs aren’t properly executed on the manufacturing line. No matter why scrap and rework occurs, its impact on an organization is always the same—wasted time and money. And while no one, especially an operations manager, wants to admit it, these expenses add up quickly and negatively impact the bottom line.

Here are 7 ways you can cut scrap and reworking costs and associated expenses that will protect your bottom line, and improve efficiency and quality across the supply chain.

1. Improving Communication

Too often, the information needed on the production floor never quite makes it to the people doing the work. Change orders might be made, specs might change, or processes might evolve, yet the employees who need to know somehow don’t.

It’s easy for papers to get missed or misplaced. A plan to reduce scrap and rework should include an end-to-end solution that tracks every step of the process and is available for view by everyone involved in the process.

2. Organizing the System for Documentation

Manufacturers can decrease scrap and rework in their factories or companies by optimizing the way they document product and process data throughout their supply chain. Your documentation should have a way to store every spec, blueprint, work order, and change order for every piece being manufactured. It should be in real time so there’s no old information in the system that can lead to errors in the manufacturing process. Documentation is a key part of change management, particularly in terms of information sharing and version control.

3. Improving Change Management

Many errors can be traced back to a poorly executed change management process. When something changes, it should immediately be communicated to everyone. The right quality management system (QMS) will keep everything up to date in real time.

4. Optimizing the Manufacturing Processes

Optimizing the manufacturing process means putting in place a process that recognizes problems so you can take corrective action. It should track machine maintenance to keep things running smoothly, as well as compliance and training requirements, and manage conflicts in equipment or personnel.

Perhaps the most important part of the process in terms of its potential to generate scrap is the design phase. Good communication and collaboration between engineers, production team members, and materials suppliers are key.

A scrap materials plan should be instituted to reuse, repurpose, or recycle as much scrap as possible.

5. Minimizing Human Error

Damage to parts can occur during transit or whenever manual handling occurs, so it's a good idea to use automation to limit physical contact with parts as much as possible - particularly delicate parts that will be damaged if dropped.

If you can set up a machine to handle a given task in a way that doesn’t risk damage to the parts you manufacture, then automating that process is often the best option. Not only will you save money on reprocessing your parts, you’ll improve your time to market by getting parts right the first time.

6. Being Proactive

Preempt quality control issues by taking a proactive rather than a reactive position. Make regular factory inspections to identify problems and to look for ways to improve processes. You want to find the root cause of the issue and resolve it as early and as simply as possible. Could the problem be solved by:

·        Acquiring new equipment and fixtures

·        Improved employee training

·        Software upgrades or additions

·        Greater attention during design phase

·        More emphasis on pre-production processes

·        Additional packaging/handling procedures

7. Implementing End-to-End Quality Assurance

For manufacturers, the best way to reduce scrap and rework and adhere to the tenants of Total Quality Management (TQM) is to employ Lean.

Using a well-developed and tightly monitored quality control procedure is essential to minimizing costs associated with rework. Adopting a TQM philosophy and implementing the PDCA Cycle or another closed loop, continuous improvement system is a great start. Six Sigma quality and Lean manufacturing practices will help you eliminate waste and improve quality.

To maintain a competitive edge, manufacturers must constantly find ways to cut costs and improve efficiency. One way companies can save time and money is by preventing scrap and rework. Documenting product data, reviewing manufacturing processes, and clearly communicating changes throughout the supply chain all prevent scrap and rework from cutting into a company’s bottom line.

Using the Gemba Walk to Learn and Engage

While there are many things that affect employee engagement, getting leadership to the place where work is done, the Gemba, and actively engaging with the workforce, seeing with their own eyes the problems that occur, listening to associates and giving advice and direction (coaching) to the team is a critical factor in increasing overall engagement.

All too often, attempts are made to solve problems without knowing anything about or are not being familiar with a particular area or process -- resulting in a misdiagnosis or failed solution. Answers come from the floor, from the Gemba, where the condition occurs. You need to go to the real place and experience these conditions for yourself before being able to take the next steps.

A Gemba Walk is a method to engage the workforce in their native environment. The primary purpose of Gemba walking is to teach. When you are the Gemba walker, you are playing the role of sensei (mentor, coach, teacher). The role of the sensei is to ask questions, introduce new tools and approaches, stimulate new thinking, teach, and (sparingly) to give advice.

A Gemba walk is not a random, unplanned visit to “check up” on the workforce or catch employees being unproductive. It is also not the equivalent of a department meeting whereby leadership pull staff together to deliver a series of messages. Instead, Gemba walks are planned in advance and entered into with a particular objective in mind (e.g., teach something, learn something, role model a behavior, build a relationship, etc.).

Gemba Walks can be summarized by:

     Go to the actual place.

     Get the facts about the actual thing or activity.

     Grasp the entire situation.

     Generate reasons that explain what is happening.

     Guide corrective actions or countermeasures.

 It has been said that the farther removed a leader becomes from the place where the work gets done, the less effective he/she will be in supporting those who do the work. And while that statement may be largely accurate, it’s also true that all operational leaders, but particularly department leaders and above, are pulled in many different directions during a given day, week, or month and may not feel that they have time to spend out in the operation where the products are made or the services rendered.

Additionally, some leaders, particularly those that didn’t start out working in operational roles, may not know how to productively spend time in the operation. Where should they go? What should they observe? Who should they talk to?

No matter what your position is or what you are working on you can not underestimate the importance of going to the Gemba. You can’t solve problems at your desk. Going to the Gemba is a great way to get the entire team involved in identifying and solving problems. It is grounded in fact finding using actual conditions from the actual workers who perform the work. This activity creates energy within the team solving the problem leading to experimentation, ideas, and discussion on improvements.

As leaders, we should spend the majority of our time on the Gemba engaged with both the people and process. This time should be structured and not what I call “Industrial Tourism” where all the leader does is walk around and shake hands and kiss babies. This is superficial and actively works to disengage employees.

A former President of Toyota once said he spent more than 80% of his time at the Gemba helping solve problems and removing the burden from the workforce. By doing so, he is helping develop those that he encounters and this creates a more engaged workforce.

Gemba walking teaches us to see in new ways what we have failed to see before. So what do you look for and how do you see it? All management should learn to ask these three simple questions:

       1) What is the process?

       2) How can you tell it is working?

       3) What are you doing to improve it (if it is working)?

Contrary to popular opinion, the workforce will come to appreciate the presence of leadership in their place of work because it sends the signal that leaders want to understand the challenges they face every day and opens up opportunities for a constructive dialogue.

While conducting structured Gemba walks have many benefits, here are nine reasons why leaders should be doing Gemba walks:

• Gemba walks build relationships with those that do the work and create value in the organization.
• Interacting with employees at the Gemba enables leaders to uncover problems and eliminate them quickly.
• Gemba walks provide leaders with the opportunity to praise people for the good work that they do.
• Management can be sure that the work that needs to be done is getting done.
• Goals and objectives can clearly be communicated face-to-face.
• A visible leader can increase employee engagement.
• Gemba walks can help develop people through coaching and mentoring.
• Gemba walks can help the leader validate data, emails and spreadsheets with their own eyes.
• Gemba walks can enable accountability to occur since the leader is not disconnected from the actions or results. When they “see it” they “own it”.

Remember, as the leader engages the people and processes, he or she should always show respect and understand if something is amiss, it is not the individual’s fault, rather the process and the leader are the guilty parties. A Gemba walk is not an employee evaluation. The purpose is to observe, understand, and ultimately improve processes.

Lean manufacturing doesn’t have to be a complicated process or involve lots of foreign-sounding buzzwords. What matters most is that you engage with the frontline employees regularly and use the walks as an opportunity to learn and improve. So, establish and stick to a routine including regular visits to the Gemba, check the status of visual controls, follow-up on daily accountability assignments, and ask the three simple questions everywhere. This approach can help you with every aspect of the improvement process, from root cause analysis to Kaizen. Keep learning, thinking, and teaching in the Gemba.

Lean Quote: You Are What You Tolerate

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.

"You get what you expect and you deserve what you tolerate."   —  Mark Graban

As a leader, what you tolerate in the business is what eventually becomes the culture and ultimately dictates the performance of your business or unit. If you tolerate under performance, then under performance becomes the new norm. if you tolerate missed targets, then missed targets become the new norm. if you tolerate excuses, then excuses become the new norm.

And he that is good for excuses is seldom good for anything else!

And by tolerating, I mean the conscious decision you take on a daily basis to accept that level of performance. The conscious decision to allow the excuses that surround you to infiltrate your plans or offset the underperformance.

If you do not tolerate underperformance and excuses, they will disappear from the culture. If you constantly practice the way to do things, prioritize and execute on the most important things and generally do more of the right things more often, then success will become a habit.  The consequence of not doing this is that underperformance becomes the culture.

Leaders need to be first grounded in their own values and hold fast to that line – then holding others accountable to it as well. No exceptions except in very extreme circumstances and only if it would not change the goalposts for the organization itself. As the leader, you are the first line of defense for your own and the company’s values – don’t let anyone change those. You become what you tolerate.

For more inspiration check out Mark’s post. 

5 Steps To Be an Effective Leader Of A Culture-Driven Organization

Image credit: https://pixabay.com/photos/smilies-figures-together-leader-3298337

The recent changes in a global economic environment forced a lot of companies to change their values, priorities, and organizational cultures. Still, following the path of transformation is impossible without being guided by a successful, prominent, inspiring, and culture-driven leadership. How to become an effective leader of a culture-first organization and what does it mean to be? Let’s find it out.

How are Culture and Leadership Interconnected?

The company’s culture and its leadership style are always directly interconnected. What’s more, it is quite difficult to say where the reason is, and there is the consequence. Does the leader develop the culture? Or does the culture define the suitable leader? It looks like an egg and a chicken dilemma but still, the core cultural values affect the suitable leadership model, and the leaders themselves should support, promote and follow these values as well. 

Below are five steps that will help you become a leader of a culture-driven company. 

How to Become an Effective Leader of a Culture-First Company

What does it mean to lead a culture-driven organization? Perhaps, it means saying every word and making every decision being strongly guided by the cultural framework accepted in the organization. For example, the top sites listing cheap custom writing services have assisting their users and never posting pre-ordered reviews as their main priorities and cultural foundations. 

Leading a culture-driven organization means driving the company’s growth while sharing and promoting its values within the team and beyond it. It also means the way of doing business itself by making ethical decisions which will strengthen the company’s reputation as a culture-driven one. Lastly, it means making sure your employees sincerely share the company’s culture and are ready to stand for it.

And here is how to achieve these goals.

1.     Be Self-Aware

Any effective leadership begins from within, deeply in the soul of the leader. To become a leader of a culture-driven organization, consider getting started with yourself, your values, and your priorities. How do the ones of the organization match with the cultural cores of the company? Do you share them sincerely? Do you believe in what you are going to do? If you have answered in a positive manner, you have quite a lot of chances of leading this company’s growth. Still, make sure you understand your gaps as well and work on improving them.

2.     Stand for Your Values

Standing for the values the company promotes is the second step an effective leader should make every day. What’s more, you should stand for them in every action you do. Translate these values when communicating to your team, when dealing with the customers, when solving the problems with the partners and when outlining the company’s growth strategy. Stand for these values when telling about the company you are leading regardless of the environment.

3.     Promote Shared Vision

Being an effective leader is good but your efforts lose their meaning when you have nobody to lead. What’s more, effective leadership is always built on the set of values the leader and the team support and share. People believe in people, and most of them would like to feel like a part of something important, great and significant.

This means that you have not only support and promote your values. You should also make sure your team members do the same, and perfectly, they should do it sincerely.

4.     Improve Job Satisfaction

There is no great corporate culture without a high job satisfaction rate among employees. What’s more, those team members unhappy with their work conditions, work tasks, the leadership style, and the company’s attitude towards them will never support its culture and will never promote its values. That is, improving employees' job satisfaction is the task worth putting first on the list.

How to do it right? The only way is to support and promote a trusting environment at the workplace, encourage your team members to share their opinion, and show them the company’s gratitude for their efforts.

5.     Listen to Feedback and Keep Learning

You got it right - readiness to open communication and listening to the feedback of your team and upper leadership is one more key to becoming an effective leader of a culture-driven organization. Still, listening wouldn’t be enough without a careful analysis of the reasons and consequences. Make sure to focus on the existing problem, look for its root causes, and try to solve it by being guided by the cultural values the company stands for. Analyze the mistakes and suggest ways to avoid them in the future.

Conclusion

Being an effective leader is challenging. Being an effective leader of a culture-driven organization is challenging even more. Fortunately, there are no secret tips. The only winning strategy is to sincerely stand for the values of the company and keep them in mind at every step. 

About the Author: Frank Hamilton is a blogger and translator from Manchester. He is a professional writing expert in such topics as blogging, digital marketing and self-education. He also loves traveling and speaks Spanish, French, German and English.

Lean Tips Edition #175 (#2836 - #2850)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #2836 – Enable Your Teams To Set Their Own Goals

Separating goal setting from the performance evaluation and rewards process liberates your teams to set ambitious stretch goals based on their specific knowledge of the requirements of a project. If they aren’t tied to a specific target, they are freed from the fear of failure and able to set more ambitious targets aligned to the stretch goals set at the executive level.

Lean Tip #2837 – Set Aside Time Each Year to Focus on Goal-Setting

As a Lean Leader, I’ve facilitated many annual planning meetings.

The planning meeting begins with the team members assessing the goals the team had established in the preceding year, and whether those goals were realistic or not. If we failed to meet certain goals, we’d break down why that happened. From there, we brainstormed about possibilities for the current year.

Lean Tip #2838 – Set Goals That Align With Company Objectives

Each employee's goals should be tied to the company's overall growth strategy. When employees understand how their individual role and responsibilities contribute to the bigger picture, they're often more focused and motivated to achieve goals that result in success for both the business and themselves. Consistently communicating strategic business goals (and regularly emphasizing the company mission) can help keep employees engaged in the work they do.

Businesses may choose to link their company performance goals to key strategic objectives, and from there convert those into team-performance goals. As a result, employees may accept increased accountability as they recognize how their individual performance directly impacts the company.

Lean Tip #2839 – Emphasize Attainable Goals

Burdening an employee with an out-of-reach goal can lead to frustration with the process and a resulting lack of motivation for further improvement. They might think, "Why should I even bother if this is an unreasonable goal for anyone to achieve?"

Attainment is an important factor in the SMART goal framework. As mentioned above, goal-setting can fail when the objective is overly ambitious or unrealistic, given the employee's skill set and available resources.

Lean Tip #2840 – Reward Employees Who Achieve Their Goals

It's critical to recognize employees who achieve or exceed set goals. Not only does such a recognition (reward, bonus, certificate, or public acknowledgment at a staff meeting) honor that employee's efforts, but it also demonstrates that the company values this type of commitment and hard work. It may even further incentivize the rest of the workforce to work hard on their own goals. Alternatively, when such hard work goes unnoticed, employees can justifiably feel there's no point in working so hard and may reduce their productivity or even begin looking for a new job elsewhere.

Lean Tip #2841 – Work Closely With Employees Who Fall Short

Not every employee will successfully attain their goals, regardless of how hard they try. Ideally, their manager periodically assesses progress and steps in to provide assistance where needed. In a situation where the agreed-upon deadline arrives and the employee hasn't met their goals, there should be an in-depth discussion about what went wrong, combined with encouragement to try again and address or rework the stated objectives. Working with your employees to set goals helps strengthen a culture of ongoing feedback and open communication. Employees with clearly outlined goals are also in a prime position to push themselves, meet new challenges, and feel aligned to big-picture initiatives.

Lean Tip #2842 – Keep Objectives Simple

Focus on objectives you know you can achieve in the given timeframe. Many employees think they need to contribute to every department objective and end up spreading themselves too thin. Prioritize your objectives according to what the business needs most. Remember, there’s no magic number for how many objectives you should have—it depends how complex they are, as well as the time and resources available.

Lean Tip #2843 – Goals Should Start at the Top

The best way to get an entire organization rowing in unison and in the same direction is to line people up behind a common cause.  If, for example, your top-level goal is to grow profit of the company by 5%, everyone in the organization should be able to identify what they are doing to either help grow sales or reduce costs.  By flowing down goals and key themes from the top of the organization, you are linking the efforts and performance of every employee to the central mission of the entire company.  Whether you have 10 employees or 10,000, a simple alignment of everyone’s actions to the select few strategic objectives is essential.

Lean Tip #2844 – Employees Should Take the First Step…

Once the key areas of focus have been outlined for your staff, ask your employees to identify the ways in which they will each support the mission.  When employees set their own measures, it involves them in the process and lets them set the bar for their performance.  Further, by taking the first step in setting their own performance goals, employees can make a direct link between their efforts and how they contribute to the organization’s success.

Of course, you will likely want to assign additional measures to the employee, but if you simply assign all measures to the employee, you are eliminating them from the process.  Personalized goals can have a powerful effect on things like accountability and morale – they created them, they own them!

Lean Tip #2845 – Support Your Team

For the best results from start to finish, support your team and help them focus on achieving their goals. This is definitely not the time for a laissez-faire management style.

Take the time to:

Make sure they understand what they need to do to achieve their goal 

Give them the tools they need to stay productive 

Define milestones for each goal

Schedule regular individual and team reviews to keep everyone on track 

When you support your team, you give them a better chance of being successful in all they do. 

Lean Tip #2846 – Align Organizational Purpose With Team Goals 

Organizations today need to be dynamic in order to adjust and adapt to the latest developments. Good managers don’t just tell their employees to do tasks; they also tell them why they need to do what they are assigned to do.

Employees who connect their work with the mission of their organization feel their job is more important and their work holds much significance. However, the majority of employees are still unsure about how their work contributes to the “big picture”. Good managers help them understand the value of their work and how it’s vital to achieve organizational goals.

Lean Tip #2847 – Demonstrate Empathy With Their Team

A study shows that empathy is one of the main drivers of overall performance amongst managers. Empathetic managers understand the emotions of their team members. They understand how team members are feeling and this quality enables them to communicate effectively and solve problems right in the bud. As a result, their employees trust them more and managers can build rapport, which fuels team success. Being empathic towards employees equips good managers to form personal bonds with employees and foster long-term relationships with them.

Lean Tip #2848 – Make Communication A Priority

Effective communication is the key to not only maintaining amicable relationships in the workplace but also delivering work successfully. Good managers are the first ones to recognize this, and therefore, invest their time and energy in ensuring a smooth flow of communication throughout the project.

From navigating team meetings with poise to providing people with the right direction in the project – a great project manager ensures that things never slip through the cracks.

Lean Tip #2849 – Set Up The Team For Success

Good managers don’t just inspire their teams to collaborate and work efficiently, they don’t settle until the team reaches the pinnacle of success. To ensure this, they focus on individual performances, while aligning their efforts with the overall team goal.

By bringing together all the aspects of successful team building like communication, collaboration, clarity and trust, they make sure that the team knows the purpose of their efforts. They know that success comes only with collaborative efforts, and that’s exactly what they inspire the team to perform.

Lean Tip #2850 – Inspire At Every Level

A good manager never fails to inspire others. This inspiration comes at many levels; from boosting the morale of the team when things are not going right to talking it out with individuals when they are facing problems in their personal lives.

Good managers know that their role is not limited to only making a productive environment. Rather they have a role to play in building a positive work culture so that  individuals thrive, and continue to strive for betterment at every level. When you are part of a positive work environment, innovation and creativity come out naturally. And, that’s one of the hallmarks of a great team, led by an equally able manager.