A Lean Journey 
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 #2341 – Empowering Staff – Eliminate Micro-Management
Tip #2341 – Empowering Staff – Eliminate Micro-Management
Staff
who feel they are being watched too closely and micromanaged feel less
motivated and perform at a lower level, according to a Franklin Covey Study. As well as this, the
Mckinsey study cited above showed that staff empowerment and giving them the
opportunities to lead projects or task forces was one of the top three
non-financial motivators, being cited as an effective motivator by 62% of
respondents.
who feel they are being watched too closely and micromanaged feel less
motivated and perform at a lower level, according to a Franklin Covey Study. As well as this, the
Mckinsey study cited above showed that staff empowerment and giving them the
opportunities to lead projects or task forces was one of the top three
non-financial motivators, being cited as an effective motivator by 62% of
respondents.
So,
build a culture of delegation, empowerment and broad-based job descriptions,
allowing employees to fill in the gaps. Encourage employees to work to overall
goals rather than daily instruction to give them the freedom and scope to be
creative and work in the best way they deem possible to reach their goals. It’s
a much more rewarding and motivational way to work.
build a culture of delegation, empowerment and broad-based job descriptions,
allowing employees to fill in the gaps. Encourage employees to work to overall
goals rather than daily instruction to give them the freedom and scope to be
creative and work in the best way they deem possible to reach their goals. It’s
a much more rewarding and motivational way to work.
Lean
Tip #2342 – Remove Blame Culture – Make Failure Acceptable
Tip #2342 – Remove Blame Culture – Make Failure Acceptable
Innovation
is one of the key ingredients in business success and if you want to create an
innovative organization you’ll need to motivate your staff to show initiative,
think creatively and even take some risks. But, they won’t do this in a blame
culture environment where employees are castigated for failure and for trying
something new; they will become afraid to think creatively and won’t be
motivated to innovate. Research cited in the Harvard Business Review shows that companies
with a blame culture are disadvantaged in relation to creativity, learning,
innovation and productive risk-taking. Replace a blame culture with one of
learning from mistakes. Encourage workers to own up to mistakes but with a
focus on what has been learned from it. Senior managers should lead the way by
owning up to mistakes to show that it is OK to fail.
is one of the key ingredients in business success and if you want to create an
innovative organization you’ll need to motivate your staff to show initiative,
think creatively and even take some risks. But, they won’t do this in a blame
culture environment where employees are castigated for failure and for trying
something new; they will become afraid to think creatively and won’t be
motivated to innovate. Research cited in the Harvard Business Review shows that companies
with a blame culture are disadvantaged in relation to creativity, learning,
innovation and productive risk-taking. Replace a blame culture with one of
learning from mistakes. Encourage workers to own up to mistakes but with a
focus on what has been learned from it. Senior managers should lead the way by
owning up to mistakes to show that it is OK to fail.
Lean
Tip #2343 – Always Be Honest and Transparent
Tip #2343 – Always Be Honest and Transparent
Employees
are always going to work harder for a boss that they really respect, and a
simple way to gain the respect of your workforce is to be as honest and
transparent in every aspect of your business. Strive to answer their questions
as best you can and never keep secrets from them they might dampen their
enthusiasm for their chosen career.
are always going to work harder for a boss that they really respect, and a
simple way to gain the respect of your workforce is to be as honest and
transparent in every aspect of your business. Strive to answer their questions
as best you can and never keep secrets from them they might dampen their
enthusiasm for their chosen career.
Lean
Tip #2344 – Provide Meaning, Purpose, and Sense of Belonging
Tip #2344 – Provide Meaning, Purpose, and Sense of Belonging
People
often ask me how to get employees excited to work on your projects, products,
or business? My only answer to them is to share the mission, purpose, and goals
with them. It would not only instill their belief in the company’s vision but
would also give them a sense of belonging and an idea of the bigger picture.
often ask me how to get employees excited to work on your projects, products,
or business? My only answer to them is to share the mission, purpose, and goals
with them. It would not only instill their belief in the company’s vision but
would also give them a sense of belonging and an idea of the bigger picture.
Trust
me, professionals look forward to work with companies or startups who have
their values and work ethics in place. Plus, working on something that
employees can relate to would give them a sense of contribution which is much
higher than higher salaries or other factors.
me, professionals look forward to work with companies or startups who have
their values and work ethics in place. Plus, working on something that
employees can relate to would give them a sense of contribution which is much
higher than higher salaries or other factors.
Lean
Tip #2345 – Foster Interpersonal and Organizational Trust.
Tip #2345 – Foster Interpersonal and Organizational Trust.
Effective
leaders keep their word, inspire trust, and build confidence among team
members. Interpersonal and organizational trust must be earned, and both stem
from an intentional effort to follow through and align one’s behavior and
values with the institutional vision, mission, and shared values. Great leaders cultivate a work
culture where each employee is treated with respect and civility and trusted to
fulfill the organization’s strategic goals. They promote an environment where
meaningful, frequent, and open communication prevails. These factors help to
create an environment where employees feel appreciated and thus become highly
motivated to accomplish their work.
leaders keep their word, inspire trust, and build confidence among team
members. Interpersonal and organizational trust must be earned, and both stem
from an intentional effort to follow through and align one’s behavior and
values with the institutional vision, mission, and shared values. Great leaders cultivate a work
culture where each employee is treated with respect and civility and trusted to
fulfill the organization’s strategic goals. They promote an environment where
meaningful, frequent, and open communication prevails. These factors help to
create an environment where employees feel appreciated and thus become highly
motivated to accomplish their work.
Lean Tip #2346 – Cultivate
Employee Engagement.
Employee engagement doesn’t happen overnight—or
by itself, for that matter. In order to improve company culture, you need to
help cultivate employee engagement by organizing team-building activities.
These activities help build a sense of community and encourage employees to
form relationships with their teammates. According to Gallup, research has
repeatedly shown that there is a concrete link between having a best friend at work and how much effort employees expend.
by itself, for that matter. In order to improve company culture, you need to
help cultivate employee engagement by organizing team-building activities.
These activities help build a sense of community and encourage employees to
form relationships with their teammates. According to Gallup, research has
repeatedly shown that there is a concrete link between having a best friend at work and how much effort employees expend.
Lean Tip #2347 – Communicate
Clearly and Consistently.
Poor communication is one of the main factors
contributing to employee disengagement. Too often, organizations lack transparency
and fail to communicate with employees on a regular basis. You can improve this
considerably by holding regular company meetings to update employees on
performance, answer questions, and reiterate the company’s vision and goals.
Leadership should also encourage managers to hold department meetings and
frequent one-on-one meetings with each direct report. This helps keep the
communication lines open and gives employees the opportunity to ask questions.
contributing to employee disengagement. Too often, organizations lack transparency
and fail to communicate with employees on a regular basis. You can improve this
considerably by holding regular company meetings to update employees on
performance, answer questions, and reiterate the company’s vision and goals.
Leadership should also encourage managers to hold department meetings and
frequent one-on-one meetings with each direct report. This helps keep the
communication lines open and gives employees the opportunity to ask questions.
Lean Tip #2348 – Make Employees Feel Confident with Learning and Development.
As part of the onboarding process, employees
need to be given the tools to be successful. Some of that comes in the form of
policies and procedures. Employees need to know how the company gets things
done. But employees also need to get training and development opportunities, so
they can feel confident in their current role, as well as future ones. Even the
best, most talented employees should update and refine their skills.
need to be given the tools to be successful. Some of that comes in the form of
policies and procedures. Employees need to know how the company gets things
done. But employees also need to get training and development opportunities, so
they can feel confident in their current role, as well as future ones. Even the
best, most talented employees should update and refine their skills.
Lean Tip #2349 – Remove Barriers For Learning
Many organizations are rigid in their
organizational structure and processes, which can make it challenging to
implement some cross-functional development and facilitate dynamic growth and
high-performance training. It’s up to leadership to bridge silos, knock down
walls, and design a system that encourages a fluid approach to learning and
working. Today’s generation of workers are used to change and enjoy open work
environments that let them explore. Take the barriers away and watch people
flourish.
organizational structure and processes, which can make it challenging to
implement some cross-functional development and facilitate dynamic growth and
high-performance training. It’s up to leadership to bridge silos, knock down
walls, and design a system that encourages a fluid approach to learning and
working. Today’s generation of workers are used to change and enjoy open work
environments that let them explore. Take the barriers away and watch people
flourish.
Lean Tip #2350 – Set the Example When It Comes to Learning
An employee will see the value of the
development process when they see their current leadership continue to develop
personally and professionally. By modeling this behavior, leaders build
credibility and the trust necessary to encourage employees to participate in
development-building activities. It shows employees that development is part of
the organization’s culture. It sends the message that it’s important for, and
expected from, everyone in the organization to be part of a continual
improvement process that nurtures from within.
development process when they see their current leadership continue to develop
personally and professionally. By modeling this behavior, leaders build
credibility and the trust necessary to encourage employees to participate in
development-building activities. It shows employees that development is part of
the organization’s culture. It sends the message that it’s important for, and
expected from, everyone in the organization to be part of a continual
improvement process that nurtures from within.
Lean Tip #2351 – Communicate the Need for Change
One of the most common yet most avoidable
obstacles to change is a lack of understanding within the organization for the
need to change. Leverage your senior leadership and management teams to deliver
a targeted communications plan that outlines the current landscape and why your
organization needs to make the move to modern learning. Leadership involvement
will not only help you to answer pending questions but also build confidence
and develop buy-in among employees.
obstacles to change is a lack of understanding within the organization for the
need to change. Leverage your senior leadership and management teams to deliver
a targeted communications plan that outlines the current landscape and why your
organization needs to make the move to modern learning. Leadership involvement
will not only help you to answer pending questions but also build confidence
and develop buy-in among employees.
Lean Tip #2352 – Address Employee Fears
With the business world changing at an
increasingly rapid pace, employees are expecting employers to be more open and
honest than ever. One of the most common
reasons for employee resistance to change during a period of transition is fear
of the unknown. As the culture of the
organization changes, both new and seasoned employees can feel pressure to understand
where they fit into the larger vision. It’s important for leadership to be
transparent and openly address their teams’ fears, even in situations where the
answer is “we don’t know yet.” That kind of honesty will make the leader more
relatable and help them to build trust within their team.
increasingly rapid pace, employees are expecting employers to be more open and
honest than ever. One of the most common
reasons for employee resistance to change during a period of transition is fear
of the unknown. As the culture of the
organization changes, both new and seasoned employees can feel pressure to understand
where they fit into the larger vision. It’s important for leadership to be
transparent and openly address their teams’ fears, even in situations where the
answer is “we don’t know yet.” That kind of honesty will make the leader more
relatable and help them to build trust within their team.
Lean Tip #2353 – Connect the Dots for Change
Human beings are extremely curious individuals,
especially when certain decisions and action plans affect them directly. Leaving your employees to their own devices
when it comes to understanding how an organizational change will impact them
and what will be expected of them in the future will leave your entire workforce
in chaos. Help them to connect the dots by frequently addressing how making the
move to a modern learning culture will impact their particular roles.
especially when certain decisions and action plans affect them directly. Leaving your employees to their own devices
when it comes to understanding how an organizational change will impact them
and what will be expected of them in the future will leave your entire workforce
in chaos. Help them to connect the dots by frequently addressing how making the
move to a modern learning culture will impact their particular roles.
Lean Tip #2354 – Engage the Entire Team
Everyone has something to contribute during
times of change. However, when making a
significant shift that will impact how an organization operates going forward,
employees who are close to the end of their careers can slip through the
cracks. Although Millennials will make
up three-quarters of the workforce by 2025,
the remaining 25% has something to offer as well. Engage those employees by allowing them to
share their expertise and institutional knowledge to help facilitate your organization’s
move to modern learning. This will not only make them feel valuable as your
learning culture modernizes, but it will also increase collaboration and
creativity among the entire organization, and ensure that you’re capturing
critical organizational knowledge.
times of change. However, when making a
significant shift that will impact how an organization operates going forward,
employees who are close to the end of their careers can slip through the
cracks. Although Millennials will make
up three-quarters of the workforce by 2025,
the remaining 25% has something to offer as well. Engage those employees by allowing them to
share their expertise and institutional knowledge to help facilitate your organization’s
move to modern learning. This will not only make them feel valuable as your
learning culture modernizes, but it will also increase collaboration and
creativity among the entire organization, and ensure that you’re capturing
critical organizational knowledge.
Lean Tip #2355 – Learn From Your People
Discovering what is not working and why allows
you to address challenges in a more timely fashion. The challenge is often to
fail quicker so that you can discover what needs to be fixed or improved. Your
people know what is not working and it frustrates them. Learn to recognize their
frustrations, talk to them about why they are upset, and work together to
resolve their concerns.
you to address challenges in a more timely fashion. The challenge is often to
fail quicker so that you can discover what needs to be fixed or improved. Your
people know what is not working and it frustrates them. Learn to recognize their
frustrations, talk to them about why they are upset, and work together to
resolve their concerns.
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