Strategic Repositioning Tools Training

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Presents...
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Company Name
Lean Leader Development
Facilitated by MTI Presenter MTI Manufacturing
Specialist
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Session Overview

• Culture Change and the Lean Environment
• Personal Effectiveness
• Interpersonal Effectiveness
• Leading Teams
• Change Management

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Culture Change and the Lean Environment

• Ground Rules standards of behavior expected from
  members
• Sample Ground Rules
• Constantly look for ways to improve
• Solicit opinions from everybody
• Brainstorm to problem solve
• Make it safe to suggest solutions

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The House of Lean(Creating the Learning
Organization)
Culture
Culture
Culture
Culture
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Culture Change and the Lean Environment

• What is Culture?
• The patterns of behavior or techniques of
  solving problems which have a high probability of
  use by individual members of a group or company.

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How Lean is Your Culture?

• An Exercise
• (see pages 4 and 5)

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A Lean Culture

• Is always customer focused
• Encourages everyone to contribute improvement
  ideas
• Encourages everyone to be problem solvers
• Enjoys the visible support of all leaders
• Helps everyone keep learning and getting better
• Seeks perfection

• Is totally committed to continuous improvement
• Quickly responds to all improvement suggestions
• Communicates a clear vision to all
• Has a clear role for everyone in the organization
• Use work teams and project teams

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Personal EffectivenessLeadership and Power

• Building an empowered workforce requires
  empowering leadership behaviors
• Learning to use empowering leadership behaviors
  requires both motivation and skill

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Experiences with Effective Leaders

• Who is the most effective leader youve ever
  experienced?
• How would you describe that persons behavior?
• What was it about that leader that makes him or
  her stand out?
• What made the person effective?
• What common themes do you hear?

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Characteristics of Leaders in a Lean Enterprise

• Establish clear standards and expectations
• Support continuous learning for everyone
• Respect and use the expertise of everyone
• Encourage risk-taking

• Use lean to improve the way people do their jobs
• Recognize that CI is essential to preserving jobs
• Equitably share gains
• Recognize that changeopportunity
• Communicate
• Use teams

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Lean Culture Leadership Behaviors

• For Senior Leadership
• For Supervisors and Work Team Leaders
• For any Team Member

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The Changing Roles Of Leaders
lead, supervisor
operator
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Levels of Leadership
Managerial/Team
Personal
Interpersonal
Organizational
Inside-Out Approach
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Basic Principles of Leadership

• Focus on the situation, not the person
• Maintain self-confidence and self-esteem of
  others
• Maintain constructive relationships
• Take the initiative to make things better
• Lead by example

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Perfectionist
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Marstons Model Self in the Environment
Environment circumstances
Surface Traits
Environment weather
Responses
Core Personality
Genetic Traits
Environment situations
Other Impacts Values, Goals, Motivation, Beliefs
DiSC
Environment other people
Environment events
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Self and the Environment
Unfavorable
See challenges, obstacles, pitfalls
D
C
Less Powerful
More Powerful
i
S
Use force of will or persuasion
Use facts, guidelines, cooperation
Favorable
See fun, sociability, successes
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Personal Focus of Individual Styles
High D - Dominance
High C - Compliance
Emphasize shaping the environment by overcoming
obstacles to accomplish results
Emphasize working with existing standards and
procedures to promote success
High i - Influencing others
High S - Steadiness
Emphasize shaping the environment by
building alliances to accomplish goals
Emphasize cooperating with others to achieve goals
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Characteristics of Individual Styles
High C
High D

• Attends to key directives and standards
• Concentrates on key details
• Works best when expectations are known
• Checks for accuracy.
• Good at critical thinking
• Critical of poor performance
• Complies with authority

• Seeks immediate results
• Initiates action
• Likes challenges
• Makes quick decisions
• Questions the status quo
• Takes authority
• Solves problems

High I
High S

• Contacts people
• Makes favorable impression
• Articulate
• Creates motivational environment
• Generates enthusiasm
• Entertains others
• Desires to help others
• Likes working in groups

• Performs accepted work patterns
• Good at staying in one place
• Demonstrates patience
• Develops socialized skills
• Concentrates on the task
• Shows loyalty
• Listens well
• Likes traditional procedures

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Communication Strategies for the Styles
High Ds Respond to
High Cs Respond to

• Direct answers brief and to the point
• What questions, not how
• Ways to get results solve problems
• Opportunities to be in charge
• Logic of ideas or approaches
• Facts and ideas, more than people

• Carefully prepared arguments
• Straight pros and cons
• Accurate data
• Assurances that there will be no surprises
• Specific, detailed documentation
• Step-by-step approach to goal

High Is Respond to
High Ss Respond to

• Favorable, friendly environment
• Opportunities to verbalize ideas
• Statements of respected experts
• Information about the impact
• of decisions on others
• Stimulating discussions and activities
• Ideas and concepts, more than details
• People, more than facts

• Sincere, personal, agreeable environment
• Sincere interest in them as a person
• How questions
• Patience in drawing our their goals
• Time to adjust to changes or new ideas
• Personal assurances of support
• Opportunities to minimize risk

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Interpersonal Effectiveness Communication
Challenges

• The normal, untrained listener retains 50 of a
  conversation within the first 24 hours
• After 48 hours, they retain 25
• People rarely remember the same parts of the
  conversation
• People always remember 100 of what they tell you

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Challenges of Effective Communication
Attention
Time
People can think four times as fast as they can
speak. In normal conversation, people usually
speak at the rate of 125 to 150 words per minute.
However, the average person can comprehend
approximately 500 words per minute. This leaves
the listener with 3 to 4 fold the mental time he
needs to comprehend the message. The mind will
naturally wander in the dead space unless the
listener consciously focuses his or her attention.
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Challenges Tune Out Modes

• The Daydreamer
• The Pretender
• The Fidgeter
• The Brick Wall
• The Politician
• The Mind Reader

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Challenges Conflict Management

• What words come to mind when you hear the word

Conflict!?
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About Conflict

• Conflict is normal and a part of life.
• Some conflict can be avoided understanding
  peoples styles helps.
• Some conflicts are minor.
• There does not have to be a loser.
• We can and must learn from our conflicts they
  are going to happen, we might as well learn from
  them.

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?We need to create a climate where healthy
conflict is encouraged.? Conflict is a part of
every environment and is unavoidable. ?
Conflict needs to be encouraged and managed and
not left free to eat away at the fiber of an
organization.? You must listen consciously and
avoid letting your tendencies prejudge people.
? Healthy conflict is created when people and
organizations seek win-win solutions and value
learning over being right.
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Conflict Management Steps

• Identify areas of agreement
• Be specific about differences
• Create a range of possible solutions
• Identify the things that can change
• Develop a plan of action and get commitments

• Recognize that a conflict exists
• Acknowledge the disagreement to all parties
• Understand the type of conflict
• Identify the interests or goals of the parties

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Outcomes of Conflict

• Conflict is seen as destructive when it
• Results in no decision and the problem remains
• Diverts energy
• Destroys morale
• Divides people
• Reinforces poor self-concept
• Produces irresponsible behavior

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Outcomes of Conflict

• Conflict is seen as constructive when it
• Increases involvement of those affected by the
  conflict
• Opens up discussion of issues
• Identifies alternative solutions
• Results in a solution
• Serves as a release of stress or anxiety
• Builds cohesion in the group
• Helps individuals and groups to grow

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Conflict Analysis
Think of a recent conflict in which you were not
satisfied with the outcomes and answer the
following questions

• What was the conflict about?
• What were the outcomes?
• How did you handle the situation and what
  conflict management style were you using?
• How would you handle the situation differently
  now and what style would you use?

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Collaborative Strategies

• Respond rather than react
• Listen to understand
• Focus on results
• Make observations, not inferences
• Invite feedback
• Uncover expectations
• Give permission to withhold information

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Collaborative Strategies

• Find common ground
• Communicate respect
• Use I will
• Request what you want rather than complain
• Use Will you
• Tell people what they can do rather than what
  they cant
• When making a request or suggestion, give the
  reason first

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Major Challenges Emotional Behavior
Your Emotional Behavior
Another Person's Emotional Behavior
Issues or reasons behind the emotion
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Handling Emotions

• Acknowledge the persons emotion
• Invite the person to share thoughts and feelings
• Determine whether continuing the discussion is
  appropriate
• Listen to understand
• Probe for underlying issues
• Communicate your understanding
• Help the person move on

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Rights and Responsibilities

• You have the right to do anything as long as it
  does not violate the rights of someone else
• You have the right to maintain your dignity by
  being properly assertive
• You have the right to choose not to assert
  yourself after considering the consequences

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Assertive Criteria

• Be open, honest and direct
• Maintain esteem of self and others
• Respect the rights of self and others
• Be calm, controlled, steady, and sincere

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Empowerment is giving people and teams the
skills, knowledge, and authority to act on behalf
of their customer without prior approval

• An empowered workforce is driven by empowering
  leadership behaviors and empowered teams

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Empowerment
Empowerment
Abandonment
Control
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Empowering Leadership
Be a coach help everybody learn from their
experience If things are going great, ask
Why? If things could be better, ask How?
The EIAG Adult Learning Model E xperience
something happens I dentify what happened? A
nalyze why did it happen the way it did? G
eneralize what can we do to assure a different
(or the same) outcome?
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Empowering Teams

• Focus on questions rather than answers
• Focus on where information can be found
• Make sure the team retains primary responsibility
• Be frank with concerns
• Be ferocious about task boundaries
• If task boundaries are met, be supportive - even
  when you have doubts

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Deciding to Delegate

• Delegation Checklist
• Can the employee do the task?
• Is the employee confident about it?
• Is the employee willing and enthusiastic
• Does the employees workload allow time for this
  or can priorities be arranged or responsibilities
  shifted to make time?

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Setting Standards
Goal, Task, Objective, Situation, Assignment
Quality
Quantity
Resources
Timeframe
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Change Management

• Set-up for Success
• Empower employees with information that will make
  them most effective
• Employees must know what the employers
  priorities are for them
• Employees need to know the expectations they are
  working within and have a structure for
  understanding, following, measuring, and
  evaluating their own results

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Focus on what we have before talking about what
we dont have
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Reinforcers of Growth
Personal Rewards
Networking
Results!
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Resistance Challengesat the start of a change
process
We dont have time.
There is no help.
This is not relevant.
Leaders are not walking the talk.
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Change Participants
Skeptics
Willing Curious
Watching the Wind Direction
Early Adopters
CAVE People
TIME
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Resistance Challengesduring a change process
Anxiety about the openness of transparent
processes.
This isnt working.
The in-group is arrogant.
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Resistance Challengesin a mature change process
Whos in charge of this?
We keep re-inventing the wheel.
Where are we going?
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Leadership is everywhere
Or it isnt anywhere
Peter Senge
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Managing Change with Pull Forces
People dont resist change
They resist being changed.
You dont drive change
You cultivate it.
Change imposed from the top generates resistance