Lean Tips Edition #319 (#3811 - #3825)

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.

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

Lean Tip #3811 – Encourage Self-Reflection to Foster Accountability

Encouraging regular self-reflection is an important aspect of fostering accountability. Create opportunities for individuals to reflect on their actions, assess their performance, and identify areas for improvement. Self-reflection promotes personal growth and helps individuals take ownership of their development and contributions.

Lean Tip #3812 – Recognize and Reward Accountability

Recognizing and rewarding instances of accountability and learning from mistakes reinforces positive behavior and encourages others to embrace a growth mindset. Celebrate individuals and teams who demonstrate accountability, take responsibility for their actions, and contribute to a culture of improvement. This recognition not only motivates employees but also strengthens the overall organizational culture.

Lean Tip #3813 – Focus on Solutions, Not Assigning Blame

When mistakes occur, shifting the focus from assigning blame to finding solutions is key to fostering accountability. Encourage team members to analyze situations, identify root causes, and collaborate on developing effective solutions. This problem-solving approach not only addresses immediate issues but also contributes to long-term improvements and innovation.

Lean Tip #3814 – Promote Transparency and Open Communication to Cultivate Accountability

Creating an environment where open and honest communication is encouraged is essential for cultivating accountability. Leaders should foster a culture where team members feel comfortable discussing mistakes, challenges, and potential solutions without fear of retribution. Regular feedback sessions, open-door policies, and constructive dialogue contribute to a culture of transparency and mutual respect.

Lean Tip #3815 – Demonstrate Accountability Yourself

Leaders play a critical role in shaping organizational culture. By demonstrating accountability in their actions and decisions, leaders set a powerful example for their teams. When leaders openly acknowledge their mistakes, take responsibility, and learn from their experiences, they reinforce the value of accountability and encourage others to do the same.

Lean Tip #3816 – Be Available for Mentoring and Coaching to Others for Accountability

Accountability means a willingness to accept responsibility for sharing what you know with others on the team and helping them find and use the tools they need to complete their jobs. It also means investing in building relationships and trust so they support you in a time of your need.

Lean Tip #3817 – Accountability Includes Continuous Improvement Feedback to All

Accountable people always provide positive feedback to all concerned, without assigning blame or breaking relationships. Your goal should always be continuous learning and improvement. We all need feedback on what was done well, and what changes are proposed for the next time.

Lean Tip #3818 – Follow-up to Ensure Accountability.

People must live the change, and you won’t know if you don’t follow-up! It’s easy to talk about change but implementing it requires dedication and follow-through. The culture of responsibility needs to become a habit where each individual is personally accountable and holds their peers accountable. The role of leadership and managers is to implement strategies for follow-up, model this behavior, and offer guidance. Assign a project manager to follow-up and make check-ins on how people are doing in the new No Blame and No Excuses culture the first 10 min of every meeting. Don’t let it go, though, if you miss a meeting where you don’t ask, you have just given up your power to change! According to the European Journal of Social Psychology, inconsistent leaders are seen as less fair and can lead to employees’ feelings of uncertainty in their interpersonal interactions.

Lean Tip #3819 – Accountability Starts With Clear Expectations and Clearly Defined Roles

Some managers and leaders hesitate to delegate because they worry about tasks being done incorrectly.

Sometimes, mistakes happen. However, you can prevent many of them by setting clear expectations and assigning specific roles.

When you give your employees detailed instructions and access to the tools they need to succeed, you increase the likelihood of getting the job done right the first time.

You also clarify who is responsible for a specific task, which makes it harder for the blame game to start if something goes wrong.

Lean Tip #3820 – Use Accountability Statements

To create a no-blame culture, change how you talk to your employees.

Transition away from blame statements like these:

•        “Who did this?”
•         “This is your fault.”
•        “Why did you do [insert task] like this?”

 Instead, use accountability statements like these:

•       What was the root cause of this problem?
•        What changes should we make to ensure this doesn’t happen again?
•        What can we learn from this issue?

These statements encourage problem-solving, not blame and shame.

Lean Tip #3821 – Move Away from the Hero Mentality by Embracing Teamwork and Collaboration

Shift your focus from being the sole problem-solver to being part of a team. Trust others to handle responsibilities and value their contributions. Delegating isn’t about giving up control—it’s about creating stronger, more collaborative solutions. This approach lightens your load and strengthens relationships.

Lean Tip #3822 – Shift from Heros to System with a Focus on Root Cause Analysis and Prevention

When issues arise, use Lean tools like the Five Whys or Fishbone Diagrams to identify root causes. Celebrate the teams that prevent problems, not just those who solve emergencies. This proactive approach aligns with the Lean principle of continuous improvement, ensuring long-term gain over short-term fixes.

Lean Tip #3823 – Rewarding Process Improvements Break Hero Mentality

Shift recognition and rewards away from individuals “saving the day” and toward teams that improve processes to eliminate recurring issues. For instance, instead of praising a hero who stays late to complete a shipment, celebrate the group that implemented a Kanban system, which streamlined operations and prevented bottlenecks in the first place.

Lean Tip #3824 – Foster Ownership and Hold It Accountable

Accountable leaders empower others to lead and expect them to own the outcomes. They embed purpose, priorities, and roles into the fabric of decision-making. Instead of empowering people informally, build clear decision rights and accountability thresholds into workflows. That might mean frontline teams own all operational improvements under a set budget—no signoff needed.

Lean Tip #3825 – Build Trust into How the Organization Runs.

Establish rhythms and rituals that make honesty and transparency part of the culture. Rather than locking teams into rigid plans, they embed adaptation into the process. When decision history, reasoning, and tradeoffs are embedded into regular cadences—like weekly decision reviews or pre-launch alignment forums—teams don’t need a single person to explain “why” or “what’s next.”

Make it a norm that critical meetings, decisions, and priorities move forward without you. If your presence is always required, it’s a sign the system isn’t yet strong enough.

 

The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation

Our good friend Mark Graban is celebrating two years since his Shingo Award-winning book, The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation, was published. To mark the second birthday of the book, he's offering a special paperback price: just $10.99 (regularly $19.95). This discount is available for a limited time. Check out my review below and get your copy now at Amazon.

We all make mistakes. That’s what makes us human but do we learn from them and how do they shape us to be who we are.

We all have a choice about how we react to our mistakes. We can ignore them and likely keep repeating or we can admit to them, think about what we expected to happen, and learn where we went wrong.

The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation written by Mark Graban dives into embracing and learning from mistakes and fostering a culture of learning and innovation.

I’ve known Mark for many years and this has been a passionate topic for a long time.  I follow him online especially the podcast series My Favorite Mistake which led to this book. He has authored many tremendous contributions regarding Lean and continuous improvement so when this came out it was on my must-read list.

The book is filled with relatable real life stories of many types of people in many different roles who have made mistakes and learned from them. He has organized them into 7 lessons. Each lesson overlaps and feeds into the next lesson.

Lesson 1 - Admit mistakes quickly and honestly. Coach, don't punish, those who report mistakes and use the knowledge you've gained to coach others so a mistake isn't repeated.

Lesson 2 - Be kind. Not the same as nice, kindness is less about forgiving and more about using mistakes as learning opportunities.

Lesson 3 - Prevent mistakes. As a lean student poke yoke is always in my mind. Once you learn use systems to prevent mistakes from reoccurring.

Lesson 4 - Help everyone speak up. This requires a culture change. But this really starts with those you lead.

Lesson 5 - Improve don't punish. Hiding rather than learning from mistakes out of fear is one of the biggest mistakes.

Lesson 6 - Iteration. In order to innovate and create something new you must iterate to see what works and doesn't work. Reminds me of the practice of coaching kata.

Lesson 7 - Cultivate forever. Don't try to emulate someone else. Use your desire to learn and coach up and down to drive through the organization.

In the book, you'll find practical guidance on adopting a positive mindset towards mistakes. It teaches you to acknowledge and appreciate them, working to prevent them while gaining knowledge from the ones that occur. Additionally, it emphasizes creating a safe environment to express mistakes and encourages responding constructively by emphasizing learning over punishment.

The Mistakes That Make Us is a must-read for anyone looking to create a stronger organization that produces better results, including lower turnover, more improvement and innovation, and better bottom-line performance. This book will inspire you to lead with kindness and humility and show you how learning from mistakes can make things right.

I really enjoyed learning from others’ mistakes and the positive lessons that came from them. I highly recommend this book to anyone who wants to change their perspective and their life for the better by cherishing the mistakes we make.

Note: The author, Mark Graban, provided an advance copy for the purpose of reviewing.

Lean Quote: Influence Other People to Do a Better Job, Share Best Practices

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.

"Every time you influence other people to do a better job, you increase your value; Don’t be afraid to share best practices."   —  Amy Sommerville   

Amy Somerville, a professional development executive and seasoned leader (and current CEO of Success Enterprises) shares what LIVE means to her:

LIVE = Lead, Inspire, provide Value, and Empathize

Lead – When leading, or being effectively led, a vision will be realized along with a sense of satisfaction

Inspire – When inspiring others, or being inspired, there’s a feeling of wholeness

Value – There’s a sense of fulfillment when one feels valued

Empathy – Provides a sense of purpose to both the giver and receiver

She keeps this acronym posted in her office (and has for years) and uses it to help maintain her focus. Ms. Somerville regularly assesses whether she is adhering to what the acronym stands for, and if she goes off course, she makes the time to adjust to whatever challenge she may be facing.

Being a leader means helping those you are leading achieve more than you, caring about their aspirations more than your own. She says her job today is not about her career, it’s about making sure her team has everything they need to be successful. 

She also shares that leaders must:

• Help those they are leading achieve more than themself

• Care about the aspirations of all team members

• Provide team members with everything they need to be successful

• Commit to developing others

• Promote their people

• Be authentic

When you become a manager or team leader, your job is to develop those you are bringing up. You may no longer get to do the tasks you once loved, and that is okay. Your responsibilities are much bigger and more rewarding.

Lean Roundup #194 – July 2025

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

 

Kakorrhaphiophobia: How Fear of Failure Sabotages Continuous Improvement and Innovation – Mark Graban talks about working together to build a culture of continuous improvement and psychological safety.

 

Two Big Takeaways from Three Lean Transformations - Josh Howell highlights why a complete lean management system, grounded in hoshin kanri, daily management, and problem solving, is essential for lasting transformation—and how Toyota brings that system to life on the shop floor.

 

Empowering People, The Overlooked Key to Successful Change Management – Alen Ganic talks about how empowering people isn’t optional in Lean environments as it’s one of the most powerful ways to build high-performing teams.

 

How CI and OpEx Leaders Use Hoshin Kanri to Drive Organizational Alignment – Greg Jacobson unpacks what Hoshin Kanri really is, why it matters for Continuous Improvement and Operational Excellence leaders, and how to put it into action across your organization.

How Do I Get Executive Buy-In for Improvement Initiatives? – Matt Banna breaks down how to earn executive buy-in that translates into cultural and operational impact.

Smart Growth - the Hustler – Pascal Dennis discusses the qualities that make hustlers effective in Smart Growth.

When to Use the Eight Disciplines Problem Solving (8D) – Christoph Roser talks in detail about what the Eight Disciplines Problem Solving is actually for, when to use it, and when not.

When a Form Reset Reveals a Deeper Problem – Kevin Meyer says in lifting, as in leadership, the most important gains come not from pushing harder, but from moving better, and the most sustainable success emerges not from resets, but from the quiet, daily discipline of form.

Finally, a Lean Transformation for the Entire Enterprise - Josh Howell reflects on Legal Sea Foods’ leader-led lean transformation with support from LEI and the use of hoshin kanri and the Lean Transformation Framework, the company built a sustainable system for strategy execution and continuous improvement.

Show Respect by Exploring Problems with Your Workers - Jim Womack shares why true respect for people means engaging in shared, rigorous problem-solving.

Why “Red Isn’t Bad” Is the Wrong Mindset for Performance Metrics – Mark Graban talks about moving beyond red and green to embrace problem instead of hiding from them.

 

Setting Clear Expectation for Employees

Unclear or misunderstood expectations can lead to a drop in performance, along with conflict between a manager and a team member. Although no one likes a micromanager, most employees appreciate knowing they are on the right track. Setting expectations and communicating employee responsibilities to each new hire can have a long-lasting effect on your business. However, a study by Gallup shows that nearly half of all U.S. employees don’t know what’s expected of them at work.

Here are some tips for setting expectations and finding meaning at work for new and existing employees:

1. Connect Individuals to the Big Picture

Numerous research studies indicate that employees are more likely to find meaning at work if their job helps them achieve some longer-term goals. Typically, this involves a leader understanding the far-reaching goals an employee wants to achieve and helping them see how their work is contributing to that.

It is important to articulate a common goal, not just to harness the collective energy but also to help people build a connection between their work and the organization’s highest aims. People need to know how their work connects to the organization’s vision and what’s in it for them.

This requires reconstructing day-to-day work to the organization’s objective, helping employees understand how a series of low level tasks are related to the bigger picture.

2. Identify Meaningful Progress

We need regular feedback to inform us how we are tracking to motivate us to stay the course. Many of us need to feel that we are making progress and that our work is contributing to something important. Measurement and feedback provide an important sense of momentum which is, critical to increasing performance and motivation.

At work, a lot of measurements can be meaningless for individuals. Help your employees measure what matters to them. Work with them to uncover what makes them feel successful at the end of the day or week. Communicate regularly to employees how far they are expected to go and keep them informed of progress along the way.

Research shows that when people know exactly how they were progressing they have the best performance and least stress.

3. Connect Your Team to the External Customer

Ultimately, organizations have to solve customer problems to stay in business. The reality is you can’t make good customer decisions if you are siloed. Yet, the customer can often get forgotten about as an organization becomes larger. It is important to help your people understand how their work benefits customers.

The best method to do that is for employees to hear firsthand from customers how the organization’s product or service improves their life.

It’s important to help your employees think about who would be worse off if they didn’t do their job.  Reframing for who your work matters can be a powerful motivator to improve our results.

Employees feel most appreciated when you help them feel connected: to purpose, accomplishment, and one another. Communicate their exact role in your organization’s greater purpose—how they make a difference and contribute. And how they fit into their teams and the broader organization. When employees connect to organizational purpose, great work, and their teammates, they feel a higher sense of belonging at work. Successful companies show employees how their efforts play a part in something much bigger than themselves, so they feel more valued by their leaders and by their organization.

Lean Quote: Don't Watch the Clock; Do What it Does. Keep Going

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.

"Don't watch the clock; do what it does. Keep going."   —  Sam Levenson   

Time is the one thing that everybody on this planet has in common. This quote offers a powerful reminder: stop stressing about the passage of time, and focus on steady, consistent progress. Just like the clock ticks forward without pause, we too can keep moving, even when things feel slow or challenging. If you are struggling, keep going, if things are great, keep going, the clock will never stop and neither should you.

Determine one thing that you have put off because you told yourself you don’t have time and get going on it right away.  Sleep a little less, be more efficient, say no to something else, but stop using time as an excuse.  We all have the same amount of it, the only variable is your ability to master it.

When faced with adversity, it is easy to become disheartened and lose sight of our goals. But by staying committed, resilient, and dedicated to our aspirations, we can overcome any obstacle that stands in our path.

Consistency is key in any endeavor we undertake. It is the act of repeatedly showing up and putting in the effort, even when the results may not be immediate or apparent. Just as the clock continues ticking, we too must persistently work towards our goals, regardless of external circumstances or setbacks. Consistency builds discipline, strengthens our resolve, and ultimately propels us towards success.

"Don't watch the clock; do what it does. Keep going," serves as a poignant reminder of the importance of persistence and perseverance in achieving success. By shifting our focus away from the passing time and aligning our actions with the clock's constant movement, we can harness its energy to propel us forward. Embracing patience, consistency, and resilience we can overcome challenges, stay committed to our goals, and ultimately achieve the success we desire. So, let us heed Levenson's wise words and continue to move forward, unwavering in our pursuit of greatness.

Not All Judgement is Bad

The instinct to judge; it's a common reflex we all possess. We're hardwired to evaluate and assess the people and situations around us.

Judgement is a hard-wired mechanism for survival, a natural instinct, and a defense mechanism. Most of us partake in constant judgment of people’s clothing, judgement of people’s words, judgment of people’s actions. However, more often than not it consumes so much of our mental energy unnecessarily.

Judgement seems to be inherent to us humans… Judgement is not always bad, judging people can be a gift when it prompts self-reflection and growth. Constructive judgment can highlight areas for improvement, inspire empathy, and foster deeper understanding of ourselves and others. It serves as a tool for personal development and building healthier relationships, ultimately leading to greater self-awareness and fulfillment.

Here are some of the benefits that can come from our judgments of others…

Self Awareness

Our judgments offer valuable insights, revealing areas in ourselves where we can nurture love, acceptance, and reconciliation. They illuminate opportunities for personal growth, expansion, and release, paving the way for forgiveness and authentic confidence.

Constructive Feedback

When we are busy judging others and we don’t have to deal with ourselves. Feedback is a powerful tool for growth, both personally and as a leader. Invite others to share their thoughts and observations with you. Once you begin listening to learn about another, wonder focuses your attention, and you feel appreciation for another’s experience. You experience empathy; a state of understanding and respect. Put yourself in the shoes of those you lead and imagine how they might be experiencing the challenges they face. Instead of feeling defensive, let empathy stimulate how you respond and act. Remember, feedback is a precious gift that will propel you forward when you open and receive it fully.

Expanded Compassion

When we’re being judgmental, it can remind us about the importance of compassion – for ourselves and others. The things we judge in others (which are always things we judge in ourselves consciously or unconsciously) are simply things we don’t have much compassion for. We can use our judgments as opportunities to expand our capacity for compassion, one of the most powerful emotions we can express and experience in life.

There’s nothing wrong with us being judgmental, it’s a normal aspect of being human. And, while judgments can and do cause a great deal of difficulty and pain in our lives and relationships, especially if we stay unconscious about them, we can use our own judgmental tendency to actually create the kind of life and the kinds of relationships we truly want. There are advantages in our judgments, if we’re willing to do the work necessary and confront them and ourselves with ruthless compassion and vulnerable truth.