Lean Quote: The Only Thing Worse Than a Wrong Decision is No Decision

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.

"In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing."  — Theodore Roosevelt

This quote makes sense. Yet, when it comes to the decision-making process, so many of us still wind up paralyzed. We’re terrified of making the wrong move and as a result, stay frozen in our tracks in the vain hopes that the correct decision becomes increasingly apparent. You already know that isn’t a wise strategy, particularly when it comes to managing your workload and leading your team. Instead, it’s much better to figure out what skills and tips you can pick up to get better at making those decisions that previously left you stuck.

Decision making is an essential part of business in all organizations. In traditional companies this power is typically held by few managers at the top of the organizational ladder. Lean companies, however, strive to empower their employees to make decisions at all levels through access to data, knowledge of evaluation methods, and defined standard processes. Nevertheless, decisions are necessary in all organizations and the following these guidelines can be beneficial.

1. Timing. Neither making snap decisions nor always having to “sleep on it” is the best approach to the time factor involved in making decisions. Make your decisions based upon the circumstance and the time available. Within the realm of practicality, give yourself enough time to take the following decision-making steps.
2. Define the problem. Be careful not to confuse symptoms of the problem with the real problem.
3. Identify the options. Try to get at least four alternatives. Since you may be too close to the situation, seek others’ input.
4. Gather the facts. In order to evaluate your options, you must gather the facts about the ramifications of choosing each option. List both the pros and cons of each option.
5. Evaluate the options. Usually this will include a comparison of costs, time required to implement and the expected end result of each option.
6. Choose and put into effect. Key, and often neglected, aspects of implementing decisions are to communicate the decision to the affected parties, outline why the decision was made, why the particular option was picked, what actions are required on their part and what beneficial results are expected.

Anyone can be a good decision-maker. Making decisions is an integral part of any job, whether you are in an entry-level position or you make important choices on behalf of your company as an executive.

Not every decision will be right but if you follow these six guidelines you will find you have many more right decisions than wrong decisions. Remember, the only thing worse than a wrong decision is no decision.

Avoiding the Pitfalls of Micromanagement with the Power of Trust

Micromanagement: Everyone knows the term. Micromanaging is a method of management in which an individual closely observes or controls the work of an employee. In comparison to simply giving general direction, the micromanager monitors and evaluates every stage in a process, from beginning to end. This behavior negatively affects efficiency, creativity, trust, communication, problem-solving, and the company’s ability to reach its goals.

In the best situations, micromanagement is an impediment to progress and in extreme cases it can cause the organization to stagnate.

In today's changing and fast-paced work environments, it is critical for leaders to foster a culture of trust and support in their teams. Here are a few key ways to avoid micromanagement and highlight the benefits of empowering employees.

1. Build Trust and Strong Relationships:

Trust is the foundation of any successful team. For trust to be established and maintained, employees must have a clear understanding of how they’re performing and how their work contributes to the mission of the company. Holding employees accountable for their performance by utilizing performance management tools and providing clear expectations for “what good looks like” for their work.

However, the act of micromanagement can erode that feeling of trust, and it creates a strained relationship between managers and employees. Conversely, by relinquishing control and giving employees the space to excel, trust is built, and relationships are strengthened. Trusting employees demonstrates confidence in their abilities, which in turn fosters loyalty, open communication, and collaboration. The first step in this process is aligning your expectations with your employees on their role. This can be achieved through a variety of methods, but one method includes updating your employees’ job descriptions and goals on a regular basis. These interactive conversations help employees understand “what good looks like” for their performance, helps them understand their decision rights, and helps them discern when to partner with management on more complex issues.

2. Encourage Creativity and Innovation:

Micromanagement can limit employees' ability to think critically, problem-solve, and generate innovative ideas. Allowing individuals the freedom to explore new approaches and take ownership of their work creates a creative culture. Employees who feel trusted are more likely to think outside the box and propose fresh solutions to challenges.

3. Boost Morale and Engagement:

Micromanagement erodes trust and creates an atmosphere of anxiety. On the other hand, granting autonomy can signal trust in employees' abilities. This leads to increased job satisfaction, higher levels of engagement, and a sense of ownership over their work. Empowered employees are more likely to take initiative, feel valued, and go the extra mile to achieve shared goals. When individuals have the freedom to make choices, they are more likely to take responsibility for the outcomes. This sense of ownership can motivate employees to deliver high-quality results.

Effective leadership lies in striking a balance between accountability and freedom. While it is essential for managers to provide direction and support, it is equally important to avoid the pitfalls of micromanagement. By empowering employees, promoting autonomy, and fostering a culture of trust, organizations unlock the full potential of their workforce.

Strategy Planning and Deployment: A Tool to Achieve Excellence

Strategy is not about doing the important things but rather the process of choosing and deciding the plan forward.

Image Source: Morsa Images / E+ / Getty Images Plus

Traditional planning methodologies focus on steering an organization in the direction desired by top management, often referred to as management by objective (MBO). Unfortunately, as we know, you can’t achieve the desired results by just dictating individual targets.

Companies must determine ahead of time what the vision and direction will be. A proper strategy must assign clear responsibilities and show what resources are to be committed. Metrics and timelines must be defined. Management must decide what core elements are to be deployed and when.

Strategy deployment is the system for setting management’s compass toward True North. It is a tool to align people, activities, and performance metrics with strategic priorities. It enables members of the organization to work together in the most creative way to achieve the strategic intent.

Strategy is not about doing the important things but rather the process of choosing, the responsibility of leaders to grasp the situation and decide the plan forward. I always tell others that strategy deployment is a focusing mechanism. This is about sharpening your focus by selecting the vital few breakthrough objectives. The job of management is to steer towards those priorities that will bring the organization into alignment with customer demands.

To learn more about creating a strategic plan, aligning employees to execute, and how to check and adjust as needed head over to Quality Magazine's publication "Strategy Planning and Deployment: A Tool to Achieve Excellence."

Lean Quote: Listen to the People You Lead

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.

"It’s okay to admit what you don’t know. It’s okay to ask for help. And it’s more than okay to listen to the people you lead–in fact, it’s essential."  — Mary Barra

It is hard to know what your employees want and need if you do not truly hear and understand what they are saying. Set aside a designated time to meet one-on-one with each employee at least once a month. During your meeting, actively take notes on what your employee is saying and asking. Your notes will help you to listen more effectively.

Listening to employee feedback and implementing their suggestions boosts morale as it shows that your employees’ voices are being heard and respected and that you listen to and value their opinion.

Let employees have their say on how their job and the business in which they work can be improved. Let them contribute to the decision-making process and direction that the company is heading in.

Employees have first-hand experience of working in your company and the way that it operates so their insights can be some of the most valuable. Listen to and act on these ideas - they may even be able to suggest why morale is so low.

As a leader, the ability to listen is something you must do maximally. As a matter of fact, you should do more listening than talking. It is important that you take your time to listen to your employees. It helps you to know what they think and how they feel. It also makes you approachable and easier to trust. Listening to your employees also gives you an idea of how satisfied they really are, what their pain points are and what to improve to help you work better.

6 Strategies to Coach Your Employees to Succeed

Coaching is a difficult skill for many leaders to acquire. It’s vague and slow. Leaders tend to want to move quickly toward defined goals, reach those goals, and immediately move on to the next set of goals. Coaching is frustratingly elusive to understand and seemingly convoluted in the doing; it is much easier to direct than to guide.

Coaching is the process of preparing your employees to succeed. It is an ongoing, two-way process that involves using constructive, consistent feedback to reinforce positive behavior, resulting in improved performance.

You develop leader/coaches the same way you coach; by helping them discover what coaching is. Leaders need collaborative and engaging style management. This approach focuses on developing employees in order to achieve business results rather than managing their every move. The mindset of the coach is to create an environment that fosters learning, independent thinking and opportunities to contribute.

Coaching isn’t about telling people what to do but guiding them to uncover their own answers and build confidence. If you want to level up your coaching skills, try these six strategies.

1. Stay curious

Great coaches are insatiably curious. They ask thoughtful, challenging questions that encourage individuals to think critically. Resist jumping to conclusions or making judgments. Instead, stay curious, ask open-ended, probing questions, and let the employee do most of the talking.

2. Listen for intent

The most effective coaches are active listeners. Active listening requires tuning out distractions to be fully present, observing nonverbal clues, and asking clarifying questions to gain a deeper understanding.

If you ask an employee how a project is going and their response is, “Fine,” don’t stop there. Follow up with deeper questions like:

•        What does “fine” look like?
•         What metrics show it’s fine?
•         What would it take to make the outcome amazing rather than fine?

These kinds of questions uncover valuable insights and help employees dig into solutions.

3. Hone your question-asking skills

Effective coaching pushes people to think outside their comfort zones. Strengthening your ability to ask powerful questions helps employees develop critical thinking and problem-solving skills. The most powerful questions are often the shortest, simplest ones. Asking, “And what else?” is a powerful strategy for helping individuals dig deeper.

4. Cultivate trust

Impactful coaching relationships are built on trust. Individuals must feel comfortable enough with a coach to be vulnerable. Maintaining confidentiality and providing psychological safety are essential to any coaching relationship.

5. Incorporate goal-setting and accountability

Coaching is about progress, and progress requires clear goals. Conclude each session with goal setting and follow up in subsequent sessions to track progress or redefine goals when needed.

6. Celebrate success

Committing to and following through on change is challenging. To keep coaches motivated and committed to growth, remind them to celebrate their achievements, regardless of how big or small they are.

Important coaching behaviors to emphasize are many: being open and honest, taking risks, empathy, reflecting, linking coaching and performance, asking open-ended questions, providing emotional support and supporting self-discovery. Coaches are role models for others. They are excellent listeners and communicators, providing perspective and encouragement while also setting high standards and expectations.

Coaching is one of the premier skills of a good leader, but one that is often overlooked. A leader whose goal is to help employees fulfill potential must be an exemplary coach. When you adopt a coaching mindset with your employees, you empower them to grow and give them the chance to feel heard. Staff who feel heard are more likely to be engaged in their work and committed to staying in their positions.

Lean Roundup #190 – March 2025

A selection of highlighted blog posts from Lean bloggers from the month of March 2025.  You can also view the previous monthly Lean Roundups here.  

 

Toyota Raku: Respect for People, Comfort, Ease, & Ergonomics - Mark Graban shares his experience to a Toyota plant that focused on raku–making work easier, more comfortable, and more accessible for all team members–reinforces its deep commitment to respect for people.

 

If It’s Not Simple, It's… - Pascal Dennis says breakthrough should be as easy as continually making & easy quick experiments, most of them yielding a negative result.

 

How to Recognize and Remove Waste in Your Organization - Alen Ganic explains why learning to see waste is crucial for both individuals and businesses.

 

Legend – Bruce Hamilton shares the impact and learning from Dr. Shingo and his visit to Bruce’s Watertown, MA factory in 1989.

 

What if we could eliminate fear in the workplace? - Glenn Whitfield discusses the benefits of a workplace and what can be accomplished when we eliminate fear.

 

How to Grind Your Organization to a Standstill—Part 1 & Part 2 - Christoph Roser shares a sarcastic post on how to bring your organization to a standstill… not because he wants that, but so you can see what NOT to do to in order to improve your organization.

 

Has OpEx/Lean Gone Wrong? – Pascal Dennis says we must look outside the relatively predictable world of Operations, and into the volatile, uncertain, complex and ambiguous world of the customer.

 

How to Ensure Long-Term Sustainability of Operational Excellence Efforts - Daniell Yoon explores key strategies for ensuring the long-term sustainability of operational excellence initiatives.

 

In Order to Compete, You Need to Learn to Cooperate - Christopher R Chapman shares video regarding how the drive to compete adversarially has overtaken the ability to work cooperatively.

 

Hoshin Kanri as a Foundational Piece of a Lean Management System - Jeffrey Liker and John Shook explain that hoshin kanri is more than a strategic planning tool—it’s a dynamic, socio-technical process that aligns organizations at every level through shared purpose, problem-solving, and continuous learning.

 

Three Faces of Lean Management  - Jeffrey Liker urges the lean community to move beyond tools and templates because lasting transformation requires integrating lean’s technical, social, and scientific dimensions while developing people who can learn their way forward.

 

Why Great Leaders Share Responsibility Instead of Throwing Others Under the Bus - Mark Graban describes true leadership is about standing together, not standing apart when challenges arise.

Lean Quote: Growth and Development of People is the Highest Calling of Leadership

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.

"The growth and development of people is the highest calling of leadership."  — Harvey Firestone

Every leader has two jobs. Your job is to help the team succeed by accomplishing your mission. That's the job that gets the most attention, but your other job is just as important. Your job is to help your team members succeed, too. "Succeed" means doing a good job, developing skills, earning autonomy, growing, and much more. Neither job is "the most important." They're equally important, and often support each other if done well.

Developing people means challenging people. But just issuing challenges isn’t enough. You must also teach a systematic, common means of creating solutions and meeting those challenges.

The best way to develop employees is not to manage them. You need to coach them to success. This is a process of developing their skills and providing them specific feedback to meet high standards. Employees want to be on the same team with their bosses.

To get people across an organization to systematically work on improvement every day requires teaching the skills behind the solution. And for that to happen, their leaders and mangers also need to practice and learn those skills. Be their coach and lead the team to success!

Your role as a leader is to develop talent to the highest levels of independent and autonomous thinking and execution. Great leaders don’t subscribe to a “Do-It-For-You” methodology of talent management, rather they lead, mentor, coach and develop team members by getting them to buy-into a “Do-It-Yourself” work ethic. Great leaders view each interaction, question or even conflict as a coaching opportunity. Don’t answer questions or solve problems just because you can, rather teach your employees how to do it for themselves. If you make it a habit of solving problems for people, you simply teach them to come to you for solutions at the first sign of a challenge.

Good leadership is not reflected in the leader’s actions, it is reflected in the impact and effect of those actions on the team. A leader should adapt to the environment and what the team needs today without losing sight of what will be needed tomorrow and always preparing for that moment when he or she will no longer be there. Guaranteeing the growth and sustainability of the team and the individuals that comprise it beyond the leader’s time is the ultimate trait of a great leader. In fact, the true success of a leader can not be measured without considering the results of the succession plan.