Thursday, August 30, 2012
You can build this type of trust in your organization by giving gems not insults to your colleagues or employees. Give feedback in a respectful and earnest way.
When you have trusting candor in your organization, your team becomes solutions focused and each employee feels empowered and proud.
Realistically, there still may be times when your gem was received as judgment. In this case, don't give up. If you know what that person's MBTI profile is read up on how that personality type best receives feedback. If you don't know their MBTI, ask them as a gesture of your intention to better understand them so you can better deliver feedback next time. Reaching out in this way might even break the wall down.
It is important "to try to understand what has gone wrong, but don't lose faith in the principal of honest feedback as a whole - be brave enough to try it again."
Credit: Harvard Business Review: Love, Trust and Candor: Today's Management Priorities;
Candor, Criticism, Teamwork
Wednesday, August 29, 2012
Samsung responded politely and with a witty kangaroo doodle.
This personalized response prompted Shane to share his positive experience with the greater cyber community on Reddit.com forum, catapulting a wave of PR for Samsung.
To show their gratitude, Samsung thanked Shane by giving him a free phone afterall and enrobed in the original dragon doodle.
Now that's customer service.
Credit: AOL Tech
Tuesday, August 28, 2012
Monday, August 27, 2012
“Possibly it's because we grow up in an academic setting that emphasizes critique over admiration. Perhaps it feels arrogant — unseemly even — to speak to ourselves with effusive praise and positivity […]”
It seems more often than not we opt to punish for mistakes rather than forgive and focus that energy on coming up with solutions. We see this in the workplace and we even do it to ourselves.
This is where we can cue Lean thinking. Besides the methodologies and tools, a Lean culture and way of life creates a harmonious and supportive atmosphere-the perfect environment for continuous improvement to become second nature.
Celebrate small successes and recognize when you (or your colleagues or your employees) do something well. You will feel good about yourself and will be motivated to go for another success, then another and another. You will be actually be applying continuous improvment to your life.
“[I]t's not simply nice to treat ourselves nicely, it's strategic.”
How to do it: love and respect yourself. This may sound over simplified and maybe a bit fluffy but it is that simple.
“Think about it: When you love someone, you don't dwell on their mistakes, you move past them. If they don't know something, you don't make a big deal about it, you find the answer somewhere else. And when they succeed, you feel great about congratulating them. You encourage them when they're struggling, you try to catch them doing things right, and, maybe, if you have the nerve, you sing with them as you go about your day.”
Focus limited time and energy on paying attention to what you did right and repeat that. Practice makes perfect, so repeatedly think about what you did well and do it again. Ruminating on what you did wrong is essentially practicing that mistake-you want to practice the behaviour you want to repeat. “Think[ing] about what you did that led to the success [will give you] a better chance of repeating it. Laugh with yourself. Enjoy yourself. Notice how cool you are.
At first, it might feel awkward. But feelings follow actions — once you get the hang of it, you'll gain more confidence in yourself. You'll start to take more pleasure in yourself […].
At that point, what you find won't look like arrogance. Arrogance is thinking you're better than everyone else, which is often a protective mechanism born from insecurity when you don't feel good about yourself. When you love yourself, you won't need to feel better than anyone else, you'll simply feel good about yourself.”
Once respecting yourself becomes a habit, you will naturally be more respectful to those around you too. The positivity you exude will inspire those around you and you will transform your world.
Credit and full article: Harvard Business Review
Friday, August 24, 2012
One of my favorite quotes is ‘people overestimate what they can accomplish in a year, but underestimate what they can accomplish in ten years’... In my workplace lean has made a significant impact as we’ve been working at it in varying degrees for five years, so we’re half way to the ten year mark. Many of our branches are making amazing headway while others are just beginning, so many of our gains are sticking. It’s encouraging for me to see that people at all levels are working lean and adopting the customer value mindset.
Thursday, August 23, 2012
Wednesday, August 22, 2012
This simulation was created by Blackbelt, Mike Nunn to teach the value of patience when introducing a new process, and also helps teach the importance of a standard operating procedure (SOP).
How did this simulation work for you? Join the discussion on the Greenbelt Group on Lean Sensei's Linkedin page.
You can do this on your own or with a group, it will be effective in both scenarios.
- blank piece of paper (8.5x11" - letter size is ideal but doesn't really matter)
2. In the first column, give everyone 30 seconds to write their first and last name as many times as they can down the column. They can't start until you say go.
- How many did they get?
- Ask the group what they thought. Was it easy? Why?
- Most likely they will say it's easy because they've been writing their name for years and that it's a familiar process. Good.
3. In the second column, again 30 seconds, get them to write their name as many times as they can. However, right before you say go, tell them they have to remove every second letter from their name.
- How many this time? Almost always it's less, unless someone has a short name.
- Ask the group... Why did you get less, if I took away half the steps to write your name? You should have got twice as many!?!
- Reasons you'll get back: It's a new process/standard, the previous process I knew very well, the new one was harder, needed to think about it, etc...
The underlying lesson:
- As a leader, you can't expect people to get a new process right away; it takes time and training for people to understand new processes.
- Did I mention training, lots and lots of training.
- And remember, people are trained when they're trained, don't put a time limit on training. If people aren't getting a new process after they've been trained, it's not the people it's the training method that needs to be looked at.
- Most of the time people get more than the first column.
- This is when you explain the value of an SOP and training/practice.
- Also a good time to discuss the no-blame environment... In a blame environment, people would be scolded for not getting better results with the new process. In a no-blame environment, people are asked what the reason is for their performance, if more training is needed, and what can be done (like a visual SOP) to improve results.
How did this simulation work for you?
Join the conversation and post your comments, improvements, ideas or simulations that you have come up with in the Greenbelt Group on Lean Sensei's Linkedin
Tuesday, August 21, 2012
The paint is solar activated. You ride an hour in the day to light up your ride at night. Sounds like a much needed safety feature for Vancouver cyclists.
Monday, August 20, 2012
Credit: The Daily Beast (Newsweek)
Friday, August 17, 2012
Monday, August 13, 2012
Sunday, August 12, 2012
Saturday, August 11, 2012
Friday, August 10, 2012
Thursday, August 9, 2012
These 5 coaching strengths will help you lead your team to reach their peak performance.
1. Create a Relationship of Trust and Respect
Trusting your team and having them trust you. A necessary foundation upon which a coach can then build on.
This means open communication going both ways. Both sides are honest about their strengths and weaknesses so that you know where an employee needs to be strengthened and how to strategically build a team of complimenting talents and skills.
2. Build a Development Plan Based on Interests and Talents
In a trusting and respectful relationship, you can work with your employee to get to know their strengths, weaknesses, motivators, temperament, and natural talent.
Your baseline is that much higher when you build off of your employee's strengths.
3. Audit Your Employee's Work World
Is your employee connected to those who can help you develop your employee, people who are motivating and influential?
Is your employee surrounded by people who demotivate them?
4. Remove Obstacles
Is there a clear path from your employee to the goals you have co-created? How can you minimize them?
Energize your employee by verbalizing your intention to help them reach their goals.
5. Provide a Perspective Your Employee Cannot See From Their Position
Give your employee insight from your advantage of having a view of the big picture. Help your employee to reframe their perspective to understand where and how they fit in and how to develop themselves in a manner that contributes to the company.
Bounce some ideas off other Lean practitioners and Lean Sensei's coaches at one of our networking events, announced on our Facebook page and through our Tweets. You can also come by the office and borrow materials from our recommended readings library.
Credit: Harvard Business Review
Wednesday, August 8, 2012
Tuesday, August 7, 2012
Here are 5 examples of Lean in everyday life.
Monday, August 6, 2012
Friday, August 3, 2012
What is lean to you?
Lean is a culture or management system to eliminate waste through effective problem identification and problem-solving.
What impact has lean had on your workplace, in your life?
At work, being able to coach others to become change-agents of their respective organizations and make positive impacts to both the culture and the process. Disseminating best practices has also become a habit.
In my personal life, Lean is truly a way of life. Looking for ways to improve everything encountered has become my second nature.
What is your favourite workplace transformation from lean?
There are many memorable workplace transformations from lean. One of my favorites is a fundamental 5S Kaizen at a CNC production area. It was a transformation for both workplace organization and culture.
The workforce had heard about "Lean" before without seeing any noticeable changes. Through a 1-day Lean introduction along with a 1-day 5S blitz, the group of participants gained a better understanding of the Lean concept and also became advocates for Lean after the powerful demonstration in their workplace.
The simple "Learn and Do" method has enabled and empowered the team leader to implement some of his unshared ideas that had been accumulated for years. The change in mind set encouraged him to continue with more improvements in other areas.
If you would like to contribute to this series or know an inspirational Lean practitioner, email firstname.lastname@example.org with For Lean Shares in the subject line. Thank you.
Thursday, August 2, 2012
Wednesday, August 1, 2012
From whitebelt to master blackbelt class, Lean Sensei's programs are now considered the benchmark in the world.
Here are some video clips that summarize our top programs:
Greenbelt Program - intermediate program which offers hands-on lean experience through three modules
Blackbelt Program - advanced lean program that focuses on lean strategy and enterprise-wide waste reduction through four modules. Program includes a trip to Japan.
Executive Program - an a la carte program that provides decision makers and managers with various ways to learn lean from a basic to advanced level. One example of an Executive Program is shown below. It's one of our most popular programs - Lean Problem Solving)