Tag Archive for: Culture

The Lean Management Approach – Five Keys To Building An Accountable Culture

/in , , , , , , , , , , /by

Last Thursday I had the good fortune of attending a one-day Lean 101 course, hosted by POS Bio-Sciences in Saskatoon. The Lean approach has been integral to their success, and I wanted to learn first hand how the tool of Lean is used to help build the “POS Way.” POS has inspired me over the years by their leadership, innovation, and customer driven entrepreneurialism.

I also had another reason for attending. Being passionate about accountability, I wanted to learn how the Lean management approach can help strengthen the accountability process I help organizations implement.

What I learned about Lean

Lean is a philosophy, an approach to business, and a set of tools designed to eliminate waste while adding value for the customer. At its core, business is a set of processes for delivering results. And Lean is a mind-set for continuously improving these processes. Lean turns employees into leaders by encouraging and empowering ownership and better contribution at every level.

But Lean isn’t just a business philosophy. It’s a philosophy for life. Who, after all, doesn’t have waste in the way we do our work and live our lives? Life is a series of processes, whether it’s doing the laundry, finding your keys, managing stress, or improving a relationship. Whenever you are systematic about improving these processes, you are practicing Lean.

As a novice to Lean, I am making it comprehendible by breaking it down and outlining a five-step approach. Below is a process you can use for applying the Lean philosophy to any aspect of life.

Take a look at anything in your life that is frustrating to you. It might be as simple as finding your keys in the morning or as complex as an under-achieving sales team.

Do a Value Stream Map of your process:

  1. Define your goal. Your goal can be as simple as having your keys in your pocket as you walk out the door – with zero frustration, or, in the case of your sales team, having achieved a specific sales quota.
  2. Clearly identify all steps in the process to achieving your goal. For finding your keys look specifically at what you do with your keys when you come home right through until you need them the next morning when you leave for work. On your sales team, break down the sales process from the time a salesperson enters the door to the end of the month when celebrating your team’s success. It is best if you do this with everyone who is involved in the process. With your keys, you might do it with your spouse, who experiences the impact of a stressed marriage partner in the morning. With your sales process, get the whole sales team to help you identify all the steps it takes to make it a successful sales division.
  3. Identify each step as value-added or non-value added. Value-added means it moves you closer to your goal and decreases frustration of everyone. It’s also what the customer is willing to pay for. Non-value added is waste: anything that doesn’t add value to the customer.
  4. Identify and remove waste. It’s a waste to hang your pants up in the closet with your keys still in the pocket because you’ll have to run into your bedroom the next morning when you can’t find your keys. It may be a waste for your sales team to be coming in to the office and returning emails unrelated to sales when they need to be spending time following up on leads.
  5. Focus on process execution. Once you have identified and removed waste:
    1. Decide who will own the process (one person needs to be accountable for the accomplishment of the process).
    2. Identify the most effective step-by-step process to accomplish your goal.
    3. Ensure everyone understands the process and their part in making the process a success.
    4. Get agreement on people’s contribution to the process.
    5. Monitor for success. Lean has a term called, “Hansei,” which means, essentially, “Looking back with critical eyes.” Self and group reflection is critical to process improvement. You will likely decide to hold regular meetings to see how the process is working. Above all, make it safe for anyone to identify waste and make suggestions for improvement at anytime. Always question. Don’t just accept what’s there. The only failure is failure to learn ways to improve.
    6. Don’t hold people accountable for results. Hold people accountable for following the process. If the results aren’t there, don’t blame the people. Instead, change the process and ensure that everyone understands it.

I am aware that this short summary from my rookie mind-set of Lean is incomplete and overly simplistic. I look forward to learning more and continually improving the processes that run my own organization and the processes that help me manage my life with the greatest ease. I also look forward to continuously learn about how to use the Lean philosophy in helping foster accountability in organizations – without blame.

5 WAYS TO REWIRE, REIMAGINE, AND RECREATE YOURSELF AND YOUR WORKPLACE

/in , , , , /by

There is little doubt that the environment where we work and live impacts our lives. However, by taking charge of how you perceive your environment, you can make incredible changes in your life. Rewire your thoughts about your environment, reimagine the reality of your environment, and you will recreate your environment.

Quantum physics has discovered something that many mystics have long since known: that your perception of the universe actually invokes the very universe that you observe. If you change the way you view the environment around you, the environment around you changes. This means your creative imagination literally affects the very blueprint of your reality. How our universe manifests itself depends on how we both individually and collectively dream it up. The real power, then, is in the viewing – the lenses we look through as we observe the world around us.

There is a wonderful story of William James, one of the leading thinkers of the late nineteenth century, who, as a young man, went to Paris to study. He was depressed and suicidal at the time. However, he decided to take a wager suggested by a French philosopher, to act each day as if the universe was full of purpose and meaning. By the end of his studies, he had discovered so much meaning and purpose that he changed his life. He became a great philosopher who influenced many.

You play a role not only in how you experience your universe, but how the universe will experience you and continue its creative expansion through you. It is important to note that at any moment you can effortlessly step out of your various dilemmas. You can stop endlessly recreating a toxic or negative reality. The key is whether you recognize how you are feeding into, supporting, and hence helping to create the very problem you are reacting to. As the philosopher, Jean Houston, puts it: “Don’t keep feeding chicken soup to your pathology.”

Another way to say this is that through our perceptions and our choices we are actually creating the culture that we so enjoy complaining about. Deciding that you have co-created the world around you – and therefore you are the one to step into healing it – is the ultimate act of accountability. In order to do this, every so often you need to stop, rewire, reimagine, and recreate the world around you.

Below are five practical strategies for rewiring, reimagining, recreating your current reality.

  • Work as if you have the perfect job – now.
Regardless of whether you like or dislike your job or the environment where you work or live, act every day as if this were your ideal career in an ideal workplace. Imagine that this is where you have always dreamed of working, with the kind of colleagues you always dreamed of working with, doing the kind of work you have always fantasized doing. Act every day as if your current environment was full of purpose and meaning, and observe how the environment around you changes.
  • Create a vision. Without a vision you perish. And if you don’t perish, you will likely get depressed. Rewiring, reimagining, and recreating means stepping back every so often to clarify a vision you are personally moving towards. Organizational vision statements will have little meaning for you until you have a sense of your own personal vision. What gets you up early? What keeps you up late? What inspires you to go the extra mile? What keeps you going on the darker days? Regardless of whether you are working toward a goal in your personal life or work life, be sure to make time to work for a dream that engages your unique talents and that is bigger and more powerful than simply “getting through the day.”
  • Choose service over self-interest. Imagine ways you can make the world you live in better for others. Decide, just for today, that you are going to be a giver – by your smile, kind words, encouraging attitude, and generosity. Decide, just for today, to be a contributor, a helper to others rather than expecting so much from others. Decide, just for today, to replace unearned entitlement with gratitude. Make it a point to say thank you three times each day. Decide, just for today, to “lift,” rather than “lean,” to build rather than tear down. Ask how you can best be of service and grant some grace to your fellow human beings.
  • Make yourself happy. Make a decision to enjoy the environment where you live and work. You don’t need to have the “right” job or the “right” boss or the “right” family to be happy or engaged in your work. Happiness is not a destination; it’s a method of travel. You can decide to be happy. It’s an attitude, a mind-set, a choice. As Abraham Lincoln said, “Most folks are as happy as they make up their minds to be.” Happiness comes from the inside; it is not a matter of externals.
  • When the horse is dead, get off. Maybe recreating your current environment means doing just that: finding something new. If you are in a job that you hate, and you need more than a renewed reality in your current environment, then cut your losses, quit your job, and start again in a new environment. Most importantly: STOP COMPLAINING, starting right now. Sometimes relationships need to end. Rewiring, reimagining, and recreating may mean starting over in a brand new environment with brand new relationships. One important word of caution: before you leave any relationship be sure that you are not running away from something you need to face, learn, and contribute to. If you seek a geographic cure, be prepared to meet the same problems in your next environment.

Put some of these intentions into action. Pay attention to the effect they have on you and your environment. You will create a new world when you rewire, reimagine, and recreate.

5 KEYS TO UNLEASH GREATNESS ON YOUR TEAM

/in , , , , , , , , , , , , /by

I meet some amazing leaders in my work. People hire me to work with their organization and I end up a better person by spending time with them. One such leader who has become a good friend is John Liston. John was formally a regional director at Great West Life, and now is the principal of Liston Advisory Group. John lives what he leads. He’s a person of strong character. He’s passionate. He cares. He cares about his people. He cares about the work. He cares about his organization. And his approach to leadership produces results. When he was at Great West Life, his was the top region in Canada in 2010, 2011 and 2012. This spring we ran a customer service program together for a police department.

In a recent conversation with John about his coaching experience with his daughter’s Under 19 Ringette team, he explained how he coaches the same as he leads. Same philosophy. Same approach. Same leadership. Here are John’s five keys for unleashing greatness within a team:

1) Hire great people. You need to know the skills you need from your people and, more importantly, you need to know the kind of attitude you want from the people around you. You can always teach skills, but you can’t teach attitude. Building a great team means knowing precisely the kind of person you want on your team. It means hiring s-l-o-w-l-y. Take your time. Ask questions and assess the right fit. If you study what most people do in business you find that they spend their time hiring for competence (resume, experience, etc.) and almost always fire for character. What John, and other great leaders do, is hire for character and train for competence.

2) Create an environment for people to be their best. When are you at your best? Typically it is when you are focused, but not worried about mistakes or failing. In John’s words, “When we win, we party; when we lose, we ponder.” This means it’s okay to make mistakes, as long as you learn from them. See the best in people. Fit people don’t fix people. Find their strengths and build on those strengths. Find a place where people can take their gifts, their passion, and their talents, and make a contribution. It takes coaching, mentoring, and, most importantly, time. When you create these environments, people “chose to” come to them; they don’t feel they “have to”.

3) Understand the why (the reason) before the what or the how. At the 1963 Washington D.C. Civil Rights March, Martin Luther King did not stand up with a “strategic plan.” Martin Luther King had a dream. He gave people a reason. What’s vital in building a team – as well as building a life – is to not confuse the means with the ends. John Liston understands this. He understands that people aren’t accountable if they aren’t motivated. If they aren’t accountable, it’s because they don’t have enough reason to be accountable. A vision is what gives people a reason to get on board. John uses the vehicle of sport to teach character. Character is the why. Character is the goal. Sport is the means to that goal. Some people get confused and think sport is about winning. Professional sport may be, but all others are about character. Winning is a by-product. It works the same in business.

4) Execute with precision. John is a master of accountability cultures. He understands that you have to inspire people, and then you have to link that inspiration to clearly defined outcomes and a precise way to get there. This is where John is tough. He models the values. While he cares about people, he has a precise, results driven process for creating an environment for people to hold themselves accountable – to themselves and to each other.

5) Celebrate success. In John’s words, “you have to know what success is, know how to get there, and know how to celebrate it when you’ve achieved it.” You have to know what constitutes success and shine a light on it. Tell the story. Acknowledge people. Catch people being successful. You have to care and you have to connect. Celebration can be big or it can be small, but most importantly it has to be meaningful.

John’s passionate, inspiring energy is contagious. It’s always been important to him to create an environment in which people have a chance to be their best, to realize their potential, and to be recognized for their achievements. John is the kind of leader people want to work for. He’s also the kind of friend people seek.

What kind of environment are you creating on your team?

6 WAYS TO INCREASE EMPLOYEE ENGAGEMENT

/in , , , , , , , /by

I’ve never seen more “employee engagement programs” thrown at employees, and we’ve never seen lower engagement scores. So what’s going on?

One way to look at the challenge of employee engagement is to observe the relationship between three concepts: achievement, expectations, and happiness.

Happiness results when your achievements meet your expectations. For example, if your expectation of your boss is “100”, and she achieves only “80”, then we say your happiness score is -20. On the other hand, if you have an expectation of your boss of “80”, and she hits “100”, then your happiness score is +20.

What happens when this same boss, who meets the expectations of one employee, doesn’t meet the expectations of another employee? One employee will be happy. The other will be unhappy. Maybe the problem isn’t the boss. Maybe the problem is the nature of our expectations. While bosses and organizations certainly need to work hard to achieve a highly engaged culture, employees share the responsibility of hard work to achieve their own level of engagement while simultaneously decreasing their expectations. To paraphrase John F Kennedy: ask not what your organization can do for you, but what you can do for your organization.

Lazy employees (i.e. they don’t want to achieve much) combined with high expectations, is called entitlement. And entitled people are never happy. Have you ever noticed that the most entitled people in your office are the ones that are the most miserable? Many people bring enormously high expectations to work and to all their relationships. My mother had a scholarly word for this kind of person: spoiled.

It appears to be human nature that the more we get, the more we expect. Research will bear out that the societies with the lowest GNP are often the societies with the happiest people. They are likely happy because their expectations are lower. There’s something to be said about simply being satisfied with what we have.

While I’m all in favor of bosses developing ways to create environments that engage people, I know some leaders who could deliver the moon for their employees and they still wouldn’t be happy. This is because most people who are unhappy at work aren’t just unhappy at work. They are unhappy with all aspects of their lives. We all need to examine carefully our level of expectations. To increase your happiness and engagement at work:

1) Carefully examine your expectations. It has been said that expectations are premeditated resentments. Often, high expectations stem from unhappiness in your life and expecting others (e.g. your boss) to make you happy. This is a formula for discontent, both for you and for your boss who might be trying too hard.

2) Take 100% responsibility for your own happiness. Your life will change the day you decide that all blame is a waste of time. Taking 100% responsibility means that you take responsibility for getting your needs met instead of demanding that someone do it for you.

3) Be careful about over achieving. It’s good to set a goal and achieve it – providing it meets an expectation. But if you are an overachiever who continually expects more and more of yourself (and usually others too), you’ll never be happy. You’ll always be striving for the next achievement. The only way to fill that hole is to learn to be satisfied with what you have achieved.

4) Give what you expect. My parents used to say, “You don’t get what you expect. You get what you give.” No amount of employee engagement programs can possibly fill all the insecurities and unhappiness that employees bring to work. To counter the frustration of not getting what you expect, clarify what you expect, and then give that. For example, if you expect appreciation, get so busy appreciating others that you don’t have time to feel sorry for yourself. It was Zig Ziglar who said, “You will get all you want in life, if you help enough other people get what they want.”

5) Realize that you can’t meet everyone’s expectations. Like a request, an expectation is not an agreement. Realizing this will un-complicate your life. It is absolutely impossible to meet everyone’s expectations of you because it is physically and mentally unattainable for any human being to be all things to all people.

6) Practice gratitude. The antidote to entitlement is gratitude. We all need to look at ourselves when it comes to employee engagement. It’s a shared responsibility. Yes, positional leaders have a responsibility. But so do employees. What you focus on grows. What you appreciate appreciates.

HOW TO ASSESS YOUR ORGANIZATION’S HEALTH

/in , , , , , , , /by

In 1988 I took a course from a leading environmentalist who has since become one of my mentors. Allan Savory’s life-long work to restore the world’s grasslands through Holistic Management is demonstrated in one of TED Talks popular speeches (http://bit.ly/1kI51ft). What I’ve learned from Allan over the years is to think holistically. That is, humans, their economics, and the environment are inseparable. And it follows that what we do to the land we do to people. How we treat our environment is a reflection of how we treat each other. The health of the cultures that we live and work in echoes our response to the natural world.

Creating a healthy culture begins with an honest assessment of the current health of your organization. Depending on the parameters of the culture you are committed to create, you can apply these questions to a department, a division, or an entire organization. You can even adapt them to your family.

  • How clear – and aligned – is every employee about the core purpose of your organization, your organization’s most fundamental reason for being?
  • How clear are people in your organization about the core values and the kind of culture that your organization is committed to build?
  • To what extent was your most recent hire or promotion decision flexed against the culture you are committed to create?
  • When was the last time you heard a senior executive say they expected to be held accountable for living the core values of the organization? Or an employee taking this responsibility?
  • How cohesive is the executive team that leads this organization?
  • How energized are people and how much enjoyment and fun do they experience when they come to work?
  • How clear are people’s expectations of themselves and of each other? How supported do they feel?
  • What is your level of tolerance for mediocrity and poor performance?
  • How open are people in your organization to discussing the answers to these questions – and move toward a solution?
  • How honest can people be about the answers to these questions when the boss is in the room?

A healthy culture doesn’t get this perfect or live with a pretense of perfection, nor does it live in denial. A healthy culture is, instead, an honest culture. Like a healthy ecosystem, a healthy culture is open and diverse. A healthy culture is willing to look honestly at itself, to see both its functional and dysfunctional sides. A healthy culture realizes that change, conflict, and problems, when faced openly and honestly, are the pathways to growth. And a healthy culture starts with healthy employees – at every level.

Decide, once and for all, that all blame is a waste of time and take responsibility for creating a better culture around you now by taking positive action toward even one of these culture questions. Here are some suggestions to get you started:

– Regardless of your position, step away from your computer in the next week and start discussing these questions. Listen carefully to how people respond.

– Notice your own reaction. Do you find yourself part of the problem, or are you part of the solution? Create an open, respectful dialogue.

–  Commit to changing even one thing.

–  Focus on the positive, acknowledging actions that are leading to a healthy organization.

–  Embrace the negative. Don’t be afraid to get bad news. Every culture has a dark side. Responding to the negative respectfully, responsibly and honestly is the doorway to change.

– Start small. Make incremental improvements. Culture, like most important things in life, is about direction, not velocity.

Developing A Service Culture – The Power of Servant Leadership

/in , , , , , /by

In 1938, while on ski trip in Switzerland, Nicholas Winton took a side trip to help the children of refugees. Nazi Germany had begun the Kristallnacht, a violent attack on Jews in Germany and Austria, and it had just reached Czechoslovakia. Winton set up a rescue operation for the children, filling out the required paperwork and raising money to fund foster homes for 669 children in Sweden and Great Britain. He managed to send all 669 of them away from Czechoslovakia on trains before the Nazis closed down the borders.

Winton told no one that he did this, not even his wife.

A person’s true wealth is what we give to others. The wealth of a culture is no different. A great organization is one that makes the world a better place because it exists, not simply because it outperforms the market by a certain percentage over a certain period of time. A great culture is defined by its capacity to bring value to all its stakeholders.

A culture of service is not created overnight. If you change yourself, you have already changed your workplace, so be happy with that until you become more skillful at manifesting service leadership and modeling it for others. Changing yourself is the first step to building a service culture.

  • A service culture starts with small, anonymous caring actions. Remembering to smile and say “please” and “thank you,” opening doors for people, offering encouragement instead of criticism, and practicing patience go a long way to inspire service around you. When it comes to building a service culture, the little things are the big things. While anonymously saving children’s lives is inspiring and noble, don’t neglect the small acts of caring.
  • Make service a decision. Service is an act, a verb, not a feeling, or a noun. Once you decide to serve, the quality of your life immediately begins to improve. Decide to be a giver rather than a taker, to choose service over self-interest. Caring about others is a decision.
  • Don’t mistake serving with pleasing. Serving is a commitment to identify and meet the needs of the people who depend on you. Pleasing attempts to meet the wants of others so they will be happy. There is a world of difference between the two. Pleasing breeds resentment, results in burnout, and turns you into a slave. Serving leads to freedom, self-respect, and wellbeing within you and around you.
  • Always do more than you get paid for. I learned this from my parents. Go the extra mile with a customer or with anyone that depends on you. In a world where we have come to expect a low standard of service, it’s easy to “wow” people by over-delivering on your promises. But the reward in extending yourself without pay is the inner satisfaction that comes by giving more than you expect back.
  • Like anything else involving effort, learning to serve takes practice. We have to get into the habit of standing with others in their challenges. Sometimes it is a simple matter that does not take us far out of our way – speaking a kind word to someone who is down, or spending a Saturday morning volunteering for a cause you believe in. At other times, helping involves some real sacrifice. “A bone to the dog is not charity,” Jack London observed. “Charity is the bone shared with the dog, when you are just as hungry as the dog.” If we practice with small opportunities to help others, we’ll be in shape for times requiring real, hard sacrifices.
  • Disconnect to connect. In the “tyranny of technology,” the more connected we are electronically, the less connected we seem to be personally. E-mails and text messages are great for sending information, but generally not good for making connections. Electronic communication will never compensate for a failure to get out from behind your desk and develop face-to-face relationships. When you can’t meet with people directly, then pick up the phone.
  • Listen before you speak. “A closed mouth gathers no feet,” said a participant in one of my workshops. When you are tempted to tell someone what to do, instead start with the question, “What do you think you (or we) should do now?”
  • Set difficult – but not impossible – standards for yourself and others. Pride and self-respect don’t come from doing something easy. Serving does not mean taking the path of least resistance. Sometimes the best way to help people is to hold them accountable and accept no excuses.
  • Like all efforts, keep a commitment to service in balance. If we spend all of our time trying to help everyone, we end up neglecting our accountability to ourselves, our families, and to those who matter most in our lives. Like all virtues, service must be tempered and informed by a good measure of conscience.

Everywhere I go I meet people who, in one way or another, seize opportunities to do good for their fellow travelers. It’s truly inspiring to be around people who are committed to service. These are the true leaders in our lives, with or without a title. And like Nicholas Winton, they don’t do it for a reward or for recognition, but because it is the right thing to do. Anonymous service coming from a place of contentment has its own reward that the world cannot give.

How are you creating a service culture where you live and work?