|Image courtesy of 12:51_photography|
Last month, I wrote about the concept of lean management and what that means not only for your company but also for your customers.
If company leadership wants to transform the culture of the organization and become a lean company, they've first got to understand what comprises lean leadership. And then ask themselves if they "qualify." In other words, they need to be lean leaders themselves.
What does that mean?
Lean for Dummies outlines the following behaviors of lean leaders.
They know how the business serves the customers by:
- Understanding what customers want, need, and value, or what will thrill them
- Knowing how the business satisfies the customer
- Improving the effectiveness of how the business satisfies the customer
- Guiding problem solving — root cause, right problem, right resources
- Leading from gemba; applying 3Gen
- Asking open-ended, probing questions
- Continually challenging the status quo
- Knowing that there is always room for improvement
- Understanding that the customer changes — what delights today is a necessity tomorrow
- Obtaining results
- Ensuring that how the results are achieved is the most effective utilization of all resources, in the direction of the ideal state
- Improving how the organization accomplishes results
- Knowing what the customer requires and how the value stream satisfies them
- Having knowledge of the overall value stream, including tributaries
- Asking questions when changes are made at the local level to ensure that the team understands how the change will impact the customer and the rest of the value stream
- Identifying, modeling, and encouraging Lean behaviors
- Finding the lessons in every “failure” — blame does not foster improvement or innovation
- Respecting and improving standards — questions when the organization is deviating from the standard
TBM Consulting Group explained nine behaviors and actions of lean leadership in their whitepaper, 9 Ways Leaders' Actions Can Sustain Lean Progress.
- Communicate the vision
- Always update standard work
- Go on gemba walks
- Build a continuous improvement culture
- Foster a respectful, team-drive organization
- Continue to motivate employees
- Maintain regular training
- Reinforce performance and progress with metrics and visual-management tools
- Post continuous-improvement scorecards
- Embrace that lean is a journey and requires long-term thinking, patience, and a sustainability mindset.
- Relentlessly pursue perfection, which is the essence of Kaizen thinking.
- Have a fanatical focus on customers, as they are the beginning and end of everything in lean.
- Champion simplicity, making "find and eliminate waste" their mantra.
- Live gemba, spending time where it happens, at various employee and customer touchpoints
- Are authentic, upstanding, and respectful, as lean leaders are coaches who lead by example
Now, how do we develop leaders with these traits? Or instill these traits into our leaders? If they came with these traits, wouldn't your job as a customer experience professional be much easier?
There are three kinds of leaders: those who tell you what to do, those who allow you to do what you want, and Lean leaders who come down to the work and help you figure it out. -John Shook