5 Emotional Abilities All Leaders Need

I have found that the best leaders for Lean have high level of emotional intelligence. Emotional intelligence is the ability to identify, assess, and control the emotions of oneself, of others, and of groups. Leaders must be more emotionally intelligent to be more effective and efficient at maximizing outcomes and desired results. The ability to express and control our own emotions is important, but so is our ability to understand, interpret, and respond to the emotions of others.

Lean managers must have effective capability in the following domains to be successful:

Self-Awareness

The ability to read your own emotions and recognizing when they are negatively affecting performance and when gut instinct can be used to guide decisions.

Self-Regulation

The ability to control your emotional responses and avoid impulsive behaviors.  Self-regulation allows you to adapt to changing circumstances appropriately.

Empathy

The ability to sense, understand, and react appropriately to the emotions of others.

Social Skills

The ability to communicate with people, inspire them, influence them, and effectively manage conflict.

Self-Motivation

The ability to remain outwardly motivated even when under pressure, tired, or faced by complex challenges.

Without emotional intelligence it will be very difficult to implement Lean successfully, because the behavior of leaders will work against its adoption. The more senior a person is, the more important it is that they have mastered and understood emotional intelligence.

Shaping Lean Culture - 7 Practical Actions to Get You Started

To be able to shape organizational culture we need to understand the difference between culture and climate. We can compare this difference by using an everyday analogy with a person’s personality and mood.  Someone’s personality is enduring and difficult to change, whilst their mood may change many times during a day. Based on this analogy, culture is the equivalent of personality, whilst climate is the equivalent of mood.

Fundamentally, a change of culture occurs when people start behaving differently as a result of a change in the climate of the organization. There are many different models of how an organizational culture is shaped by the prevailing climate and how it can be assessed.

There are seven practical actions that you should consider undertaking if you want to shape your organizational culture so that is supports Lean.

Become aware of your current culture

You should start to notice your existing culture. Listen to how people express themselves and the stories they tell about successes and failures. Pay attention to shared values and watch how teams behave. You will gain a lot of information about your current culture by going to the gemba.

Assess your cultural “current state”

There is a need to identify the cultural aspects you want to retain from your current culture.  For example, you may want to keep motivated teams, a commitment to achieving excellent performance, flexible working practices, and a desire to deliver exceptional customer service. You will also need to identify the things that need to go. Lastly, you will need to identify the things that are missing.

Create a cultural “future state”

Imagine your ideal culture. How do you want people to behave and to react when things go wrong? Fine tune it until you have a clear picture of what you want from your organizational culture in the future.

Share the vision

Communicate openly, frequently, and consistently. Describer your cultural vision in letters, e-mails, briefings, and put it on notice boards, in newsletters, and everywhere else you can. Don’t be afraid to overcommunicate your vision because you can’t.

Align your leaders

There is a need for leaders to do more than just agree about the future state. Alignment is about leader at all levels living the cultural future state for the organization. You and your fellow leaders should constantly be working together to learn and reflect on how things are going.

Treat culture as a strategic issue

Culture may be perceived as fluffy stuff but it has real impact on organizational performance. Changing a culture can change the fortunes of the entire organization and is therefore a senior management team issue and should be discussed regularly.

Keep it fresh and up to date

Culture can take a long time to change. Celebrating every success along the way has the effect of keeping things fresh during this extended period of time, as well as reinforcing the behaviors you want in the future. You will also need to keep your cultural future state up to date, based on any changes in your organization’s market or operating environment.

The culture of an organization is learnt over time. It can be taught to new employees through formal training programs but is more generally absorbed through stories, myths, rituals, and shared behaviors within teams. Organizational culture will impact positively or negatively on everything you try to do whether you want it to or not.

Lean Quote: Take a Leap of Faith

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 miss 100% of the shots you don’t take." — Wayne Gretzky

I am constantly telling my hockey team this quote from one of hockey's greatest players. It is applicable to personal and business endeavors.

The world is moving forward, swiftly and consistently. As industry leaders, if you stop taking a breath, you will be left far behind others, competing in the race. Change is inevitable as so is it a scary concept. To overcome this fear, try doing something new. Take risks, explore ways to overcome the disabilities and move ahead. It might sound easy, but it is no less challenging.

Making a change requires a leap of faith. Taking that leap of faith is risky, and people will only take active steps toward the unknown if they genuinely believe – and perhaps more importantly, feel – that the risks of standing still are greater than those of moving forward in a new direction.  Making a change takes lots of leaps of faith.

Leaders who protect the status quo through control must surrender to change in order to secure the future for their organization. Don’t be the leader who rewards herd mentality, and me too thinking. Don’t be the leader who encourages people not to fail or not to take risks. Be the leader who both models and gives permission to do the exact opposite of the aforementioned – be a leader who leads.

Lean success requires a change in mindset and behavior among leadership, and then gradually throughout the organization. So it follows that success in Lean implies a change in what leaders reinforce—a change in leadership behaviors and practices. Change begins when leaders start acting differently. It’s that simple (but not that easy).

Lean leaders must set an example. They must take a “shot” at improvement if they want to win.

 

Daily Lean Tips Edition #70 (1051-1065)

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 #1051 - Ask More Questions

When an employee comes to you and has an issue with the current status quo, take this opportunity to get curious with them and ask questions about why it’s not working, and what they would do to fix it. Maybe a major overhaul isn’t even in order, and it’s a simple adjustment that can make everyone more engaged. These one-on-one opportunities with your team are great ways to, little by little, shift away from the current state of affairs towards something more meaningful.

Lean Tip #1052 - Be Ready to Help the Change

Don’t waste everyone’s energy getting feedback if you’re not going to do anything with the information. There is no quicker way to lower your emotional capital as a leader than to ask for new ideas and then ignore the input. Not only are you setting a false expectation, it might send the message that their ideas aren’t good enough. Both are outcomes that are much worse than sticking with whatever current policy you have now.

Lean Tip #1053 - Ask Productive Questions.

Ask yourself questions that will make a positive difference, such as, “How can I help facilitate the transition?” or “How will I need to adjust my daily schedule to accommodate this new process?” Avoid asking “whys,” and instead learn to move forward by asking questions that will help you become comfortable with the changes.

Lean Tip #1054 - Take Control of Change.

Change is stressful because it threatens a person’s sense of control. Don’t allow a powerless feeling to overwhelm you; face new challenges head-on. Focus on how you can make it work for you. You will feel empowered by your renewed sense of control when you stop allowing change to overcome you, and instead overcome change through hard work and steady determination.

Lean Tip #1055 - Don’t Get Too Comfortable.

While it's important to familiarize and adjust to change, it's fruitless to get so comfortable that you believe things will not change again. Adjust, but do so with the knowledge that nothing lasts forever, and this too may give way to more change in the future.

Lean Tip #1056 - Lay the Foundation Before You Begin Construction. 

In my experience, the most successful teams invest time in laying the foundation to create a common framework for everyone. The building blocks are in the team infrastructure and team dynamics. You may get started by addressing the following: What is the purpose of the team; their function in relation to the business goals; the actual team goal?

Lean Tip #1057 - Push Teamwork Proactivity.

Don't wait until there is conflict to establish a team charter. A charter, generated by team members, should specify guidelines and behavioral boundaries. This will set expectations and clarify what is acceptable and intolerant behavior. Make it clear that the charter can always be amended. Be sure everyone has a copy. Review it on a regular basis and go through it carefully with a new team member.

Lean Tip #1058 - Take Time Out to Have Some Fun With Your Team.

Encourage team activities like potluck lunches or quarterly celebrations. Have a team meeting outdoors if possible. Plan activities that are not connected to work performance. Go off-site for a day and engage in team-building exercises and discussions to build a stronger team.

Lean Tip #1059 - Create a Culture that Values Engagement

Your culture is the unique personality of your company: core values, ethics, the rules that guide behavior. Communicating a clear vision of the future is crucial. Engaged employees require a work culture that is fundamentally stimulating, a return on the investment they are making in your company, and leadership from people they can respect. These three elements will ensure that your employees remain engaged and productive throughout the course of their employment at your company.

Lean Tip #1060 - Reward and Recognize Teamwork

While individual achievements are great, collaborative ideas and practices are what create a team-building culture. Encourage team members to work together to come up with the very best ideas, and reward them when they do.

Lean Tip #1061 - Identify And Fix The Right Root Causes.

Complicated problems have multiple root causes, probably more than you can fix in a reasonable amount of time. Don’t waste time or money on causes that are either insignificant in impact or only peripheral causes of the problem you’re trying to fix.

Lean Tip #1062 - Choose Solutions That Are Effective—And Implement The Solution Completely.

Identifying the right root causes is necessary, but unless you then implement a solution, you still have a problem. Double-check to be sure your solution plan really will eliminate the causes you’ve identified, and then execute the plan. It’s easy to get distracted by other projects once you get to the implementation phase and never finish.

Lean Tip #1063 - Reward Prevention As Well.

Although it’s generally understood that it costs more to deal with crises than to prevent them, many companies do not recognize and reward those who push past the symptoms to the root causes, preventing future occurrences. If you want to focus on prevention, be sure to reward those who do it successfully.

Lean Tip #1064 - Focus On What You Can Change – The Future.

Discussion about what happened in the past and providing examples may be necessary for understanding, but it is not to blame the person. Focus on what you can change and how you can work more productively in the future.

Lean Tip #1065 - Avoid Jumping to Conclusions

Although it can be tempting to do so, it’s important not to jump to conclusions when faced with an unexpected problem. No matter how confident you might feel, ensure that you have hard facts and evidence to support your assumptions before taking any action.

The Eight Most Common Traits of Successful People

Why do people succeed? Is it because they're smart, or are they just lucky? Analyst RichardSt. John condenses 7 years of research and 500 interviews into 8 common traits of successful people.

After analyzing everything he’d learned, he came up with these eight traits:

1. Passion: Love what you do.
2. Work: Really hard.
3. Focus: On one thing, not everything.
4. Push: And keep on pushing yourself.
5. Ideas: Come up with some good ones.
6. Improve: Keep improving yourself and what you do.
7. Serve: Serve others something of value.
8. Persist: Because there is no overnight success.

These are the traits that are great if you have them, but should be sought after if you don't. Success doesn't come easy, but when you know what you're aiming for, taking the shot is much simpler.

Lean Quote: Fear of Failure is Only Real Stumbling Block

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 only real stumbling block is fear of failure." — Julia Child

Fear of unknown, consequent failure and complacency are some of the major reasons for resisting change. There are some people out there who have no fear of the unknown, and who can simply decide logically what they want to do and do it, but for the rest of us, we have to make the unfamiliar feel familiar.

Fear of failure is a genuinely scary thing for many people, and often the reason that individuals do not attempt the things they would like to accomplish. But the only true failure is failure to make the attempt. If you don't try, you gain nothing, and life is too short a thing to waste.

But to have success, management must create an environment where it is safe to fail. Failure is an expected part of the process of finding solutions. If workers feel that they have to “hit one out of the park” every time they come up with an improvement idea, they will be reluctant to provide their ideas. In a Lean environment, failure and success should be met with the same level of enthusiasm and support.

As a manager, you should work to create an environment where improvements are encouraged and failures are embraced. An environment where ideas are continually tested and then those that work are adopted. This cycle of continually learning and improving is at the heart of Toyota’s success.

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.

 

Monkey Business – A Lesson in Cultural Formation

Corporate culture, safety culture, quality culture, lean culture, … We talk about culture all the time but how does a culture form?

Culture is the environment in which you work all of the time. Culture is a powerful element that shapes your work enjoyment, your work relationships, and your work processes. But, culture is something that you cannot actually see, except through its physical manifestations in your work place.

A Lean consulting friend of mine recently told me a story about how cultures form. I wanted to share with you.

There were three monkeys in a cage in a zoo. Hanging from the roof of the cage was a bunch of bananas beneath which was a ladder to enable the monkeys to climb up and reach the bananas. One of the monkeys was the juicy treat and decided to climb the ladder to get to them.

As soon as his foot touched the ladder, the remaining two monkeys were sprayed with water from high-pressure hoses. Having retrieved and eaten his first banana the first monkey went to climb the ladder again and immediately his fellow monkeys were again drenched. As the first monkey went for his third banana, the two soaked monkeys grabbed him just as he reached the ladder and threw the third monkey to the ground. It didn’t take long before all three monkeys learnt to stay away from the ladder to avoid the wrath of their comrades caused by the associated drenching.

Unbeknown to the monkeys, the high-pressure hoses were then turned off but as the monkeys no longer went near the ladder they didn’t realize this. A few days later a fourth monkey is introduced to the group. This new monkey is completely unaware of the issues the other three have experienced, so when he sees the bananas he goes to climb the ladder. Before he gets anywhere near the bananas all of the other three monkeys attack him. Having experienced this aggressive behavior the new monkey also quickly learns not to go near the ladder.

Time goes by again and a fifth monkey is introduced. As this new monkey goes to climb the ladder all four monkeys attack him, including the fourth monkey, who has never experienced the ‘drenching’ and is just reacting to the ‘way things are done round here’.

In effect, the monkeys have formed a new set of cultural behaviors, even though some of the group have no idea why things are done the way they are.

Of course, any experiment undertaken in this manner would be cruel, but it serves as a simple explanation of how cultures form. Do you think this example represents how cultures form?