Lead with respect
Dagur: 15. og 16.mars
Tími: 9:00 – 16:00 og 9:00-12:30
Staður: Stofa M208 í Opna háskólanum í Reykjavík, Menntavegi 1, 101 Reykjavík
Fullt verð: 147.500 kr.
Through instruction, small group discussions, and hands-on exercises, session participants will:
1) Understand how to apply the 7 practices of Lead with Respect
2) Learn by doing through a series of exercises and breakouts
3) Leave the workshop with a personal plan of growth and practice
4) Return to work with a new paradigm of Leadership
Building a great organization requires effective leadership. It turns out that leadership skills can be learned. A key element that is often misunderstood is what it means to lead with respect. This learning session explores why leading with respect is essential in a successful transformation, what respect looks like in practice, and how it impacts your people to drive lasting change for the better.
The session provides an in-depth review of the model introduced in the book, Lead with Respect, a novel of lean practice, by Michael and Freddy Balle’ and was developed in collaboration with Professor Balle’.
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Leading with respect involves awareness of our focus and intention, and how well we are connecting with people to create an environment of mutual trust and sustained high levels of performance. This is accomplished through the application of 7 core practices:
- Go and See for Yourself: a primary skill of Lead with Respect is going to the gemba, where value is created, to see with your own eyes to begin to deeply understand the work environment, processes, products, services, and, most importantly, the obstacles your people face everyday. This foundational practice is the basis of showing respect and standing in their shoes to genuinely understand.
- Creating a Meaningful Challenge: a key to getting people to work together is to agree on the problem before disagreeing about solutions. Rather than setting fixed goal posts and objectives, “challenge” is about highlighting specific improvement dimensions in any job. The art and persistence of challenging brings an influx of energy and constructive tension to get teams focused on the right problems they need to solve.
- Effective Listening: challenges exist because of very real barriers preventing people from doing what we want and need to accomplish. Listening means standing in their shoes and looking through their eyes until one understands the point of view the employee is expressing and the reality the obstacles have to them. Listening also means actively going to the gemba, pointing out physical facts, and trying simple ideas right away so that people deflate obstacles and focus more on facts.
- Teaching and Coaching: the heart of people development in lean is problem-based learning. Problem solving can be taught by teaching how to define a problem as a gap with a standard (or an ideal state), how to grasp the situation by examining factors one by one with quick experiments, how to set a target for improvement, how to ask “why?” repeatedly and seek root cause, how to imagine alternative ways of working, pick one and complete it, how to evaluate the outcome to draw the right conclusions, and then establish the right standards to stabilize the countermeasure and move on to the next problem. This is the kind of learning that generates real behavior change and higher levels of performance.
- Supporting Others: the practice ofdaily kaizen, and supporting people while they experiment with continuous process improvement, is the key to creating a kaizen culture. Daily kaizen is a natural offshoot of visual control as teams see for themselves where the process is going awry and work at getting it back to standard. Both visual control driven kaizen and improvement driven kaizen need to be supported by management stepping in and showing an interest by highlighting problems and clearing obstacles, as well as recognizing and reinforcing the effort of employees committing to daily kaizen.
- Fostering Teamwork: teamwork is the individual skill of working with others across borders. Teamwork starts by respecting another’s opinion and trying hard to understand their point of view (which doesn’t always mean agreeing). Teamwork requires shared objectives. Teamwork also means knowing how to separate the person from the problem – being tough on the problem without placing blame so that a genuine win-win space can emerge.
- Learning as a Leader: a key Lead With Respect skill is to learn to plant in local kaizen efforts the seeds of answers to the larger overall business challenges considered during the Challenge practice. Learning means leaders discerning new ways of seeing the business so that, in solving detailed work problems, they learn to see and discover what topics matter most to the business’ future development. Leaders learn to appreciate others’ experience and perspectives and discover what others have to teach them. Lastly, they learn how to enable growth in others.
Driving outcomes centered on Results & Relationships:
Effective leadership requires a dual focus: achieve great results through great behavior. Fostering the right behavior in others requires solid relationships built on trust, respect, transparency, and consistency. The results you need to achieve can only be reached through the efforts of your people. As your people learn new skills, and together with leaders, build a workplace that enables and supports the courage and vulnerability required to learn, practice, and master the core practices of Lead with Respect, results and healthy relationships with workers, customers, and suppliers are natural outcomes.
Following this session, participants will be able to:
- Describe the 7 practices of Lead with Respect
- Apply Lead With Respect principles to their daily work
- Practice Lead with Respect concepts with their colleagues
- Examine how to manage their personal journey of development and growth utilizing Lead with Respect practices
Who should attend?
- Senior Leaders
- Improvement Deployment Leaders & Lean Champions
- Lean and CI Practioners of all levels
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With a consulting and coaching career spanning more than 20 years, Mike has gathered a unique blend of lean, IT, healthcare, and operations experience that he uses to coach organizations pursuing enterprise excellence. His personable approach and people-first philosophy has inspired leaders and empowered workforces to successfully apply conscious awareness, lean management, and enterprise excellence practices in many complex work environments.
He is the co-author of Lean IT: Enabling and Sustaining Your Lean Transformation winner of a Shingo Research Award, andThe Lean IT Field Guide. He holds degrees from Stanford University, the University of Oregon, and is certified in management accounting, production and inventory control, project management, Agile, and Lean IT. Mike teaches with LEI, the Shingo Institute, and The Ohio State University Fisher School of Business. He helps companies on lean journeys through Mike Orzen & Associates. Connect with him at firstname.lastname@example.org.