People like to control their own destiny, but unfortunately, companies are not democracies. There is good news, though. Strong leaders recognize that employees are a great source of ideas. Many organizations have opportunities for frontline employees to participate in groups that help chart the course of the company.
Part of developing trust between bosses and employees is doing what you say you will do. Employees tend to do this well. There is only one manager to follow up with in most cases, and there is also risk to a career if lack of follow-up is a pervasive problem. Read more…
People often hear what they think should be said, not the words that are actually spoken. This comes from the tendency of people to think faster than they talk. A listener makes assumptions about what they expect because their minds race ahead. This can be especially problematic when you misinterpret Read more…
When a company embarks on a Lean journey, there is a lot of learning that goes on. This includes managers. Some may have experience at creating a continuous improvement culture, but many do not. They may make some bad decisions that affect your job. How you approach him or her Read more…
In a well-run Lean organization, leaders are frequently present on the shop floor. They will be likely to engage with you and ask lots of questions about specific things that they see. They will also probably ask the open-ended “How are things going?” question. You can brush it off with Read more…
You are close to a process, and think you know what the evidence and facts & data is telling you. Your boss, though, may come up with a different conclusion about what is going on. How you present your evidence goes a long way toward reconciling your positions.
It can be extremely frustrating to be asked to participate in continuous improvement efforts, only to feel like your calls for help fall on deaf ears. Frequently, though, solid data and real world examples act like amplifiers to make the problem you are addressing stand out.
The difference between complaining and airing problems is whether or not there is a willingness to help solve the problem. That support can come in the form of offering solutions, presenting facts and data, or volunteering for a project team. How an issue is aired goes a long way to Read more…
Every company that is truly committed to continuous improvement has its decisions based in fact. That means loads of information. Another characteristic of those same organizations is that they try to empower and engage their employees. Sometimes, the combination of these two factors can make a person feel like he Read more…
Most people have a baseline as far as what they think can be accomplished with continuous improvement. So, when a leader starts talking about Lean capabilities, many people take the message with a grain of salt. The gains that Lean offers can seem too good to be true, especially to Read more…
There are many things that affect job satisfaction, but a handful carry more weight than others. Trust in one’s boss and good relationships with coworkers are both important factors. The ability to have a say in how the job is done is another significant influencer of job satisfaction. When a Read more…
Continuous improvement requires teamwork, and that means working together to solve quality problems. In a poor culture, people blame each other for mistakes, or have a ‘that’s not my problem’ attitude. But when teams are focused on continuous improvement, they help each other eliminate problems once and for all.