Caution - Some deep thinking required!

NEVER!

Some good basic reminders

The only cure for inactivity is action. That's why the first step in creating a successful culture of execution is creating a bias toward action. People who make things happen need to be praised and rewarded. People who don't should be coached to change, or weeded out. Failure cannot be unduly punished. Unless people feel free to make mistakes, they will not feel free to take bold actions.

I now rely on this process every year to get me laser-focused on the kind of life I want to experience in the next twelve months. This plan enables me-and the thousands of people I've coached-to achieve consistent, significant progress toward the things that matter most.

Cool article on how to put mindfulness & kaizen together.

In his recent e-letter Shook offers the same 5 key questions for transformation: 1) What is the purpose of the change-what true north and value are we providing, or simply: what problem are we trying to solve? 2) How are we improving the actual work? 3) How are we building capability? 4) What leadership behaviors and management systems are required to support this new way of working? 5) What basic thinking, mindset, or assumptions comprise the existing culture, and are we driving this transformation?

Came across a great thought about perfection from the Shingo Institute:

"Perfection is an aspiration not likely to be achieved but the pursuit of which creates a mindset and culture of continuous improvement. The realization of what is possible is only limited by the paradigms through which we see and understand the world."

Great example of how to use a disciplined, "kata-like" approach to developing people.

Too often improvement is left to chance and the ingenuity of the willing to eke out small pockets of time - and make magic happen. We all know these people. They see the vision burning brightly before them and are determined to make it happen. Time and again, these people prove - with their own mental, emotional, and physical health - the familiar adage: Where there's a will, there's a way.

Make decisions more automatic, so they require less energy

Be ruthless with your task list until you only have one task to focus on right now, so you can't help but get to work. At least, that's what it usually takes for me to get stuck in! Prioritization is really hard, because it's mostly about saying no. I've ordered these methods of prioritization to ease you in, with the most ruthless ones at the end. Let's dive in

Let's try this in the DC & POD as an experiment

I can't but think if a school teacher can use this technique to establish a morning routine for their students why so many managers feel weird doing so for their employees. Perhaps we have forgotten what we learned.  This is why I feel this example of quality improvement in an unexpected classroom is worth sharing.

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.

"Could you be more specific?" So simple, yet profound.

Instructional design, adult development and neuroscience all play into the best practices for making learning stick. Technology, too, can be part of the equation. Here, we offer some basics about learning transfer and leader development.

Here are five valuable lessons of competition, the impossible, bias for action, curiosity, and improvement that demonstrate Disney was a Lean Thinker

To continue from the previous post on Leadership Lessons from Disney we will discuss another 6 lessons. 

Work shouldn't require heroics to get it done and get it done well. Outstanding organizations continuously strive to create work environments where successful performance isn't dependent on heroics. Where people can be proud of the deliverables they create versus rushing through everything and delivering suboptimal output. Where leaders sleep at night versus wondering if deadlines will be met. Where customers don't have to regularly call the customer service center because… well, there's no need to. Where stress levels are in check and employee joy is palpable.  Being proud, reduced stress, sleeping, joy… they may not be easy to measure, but…. Don't you want to be one of those organizations?