Respect for People - Lean's neglected pillar
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Respect for People is one of the pillars of Lean. If you read the Lean-Agile literature or attend conferences, you will hear plenty about culture. However, these ideas usually aren’t presented as systematically and tangibly as the process tools. Most of the Lean principles that we study are focused on the other pillar, Continuous Improvement. Cultural ideas may be mixed in there but in a way that’s hard to untangle. Or, at the risk of ruffling some feathers, they may seem overly touchy-feely or theoretical brain science-y. That’s a real shame. A business can’t just be a nice place to work, full of nice people; it must deliver a steady stream of results for customers and financial stakeholders. But the best long-term results come from providing a sustainable, healthy work environment. So investing in a strong culture is a wise decision for executives and managers. This talk will explore some key ideas around team structure and the responsibilities of both team members and managers in a respectful Lean-Agile company. It will present a candidate set of seven principles to spell out Respect for People to match those for Continuous Improvement. And it will share some of the source material from which these ideas are derived.
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Respect for People - Lean's neglected pillar
- 1. @leankitjon Respect for People Lean’s Neglected Pillar Jon Terry Co-founder slideshare.net/jonterry2
- 2. LeanKit • Experts in the “new” Lean – Lean for business • Focus on building software that harnesses the innate preference for visual information • Enterprise-wide work collaboration software purpose-built for Lean Create harmonious business flow across an enterprise.
- 3. @leankitjon Emerging Leaders Chris Riesgo Claire George David NealAlex GlabmanCarl Nightingale Jim Cowart Kai Passo Katie St. Francis Liz Llewellyn-Maxwell Naomi Crowson Mohammed Khalid Michael Cavopol
- 4. @leankitjon What do you mean Respect for People, Jon? - Chris “Gunny” Gundersen
- 5. Yes. Sure. Of Course. But How?
- 6. @leankitjon The way I’ve been telling it hardly giving it the Respect it deserves Eliminate Waste Build Quality In Create Knowledge Defer Commitment Deliver Fast Respect People Optimize the Whole Process Skilled People Tools& Technology
- 7. @leankitjon The Toyota Way has two main pillars: continuous improvement and respect for people. - Katsuaki Watanabe
- 8. Not Much Help Here
- 9. Nor Here
- 10. @leankitjon On the right track Measure to Manage Focus on rapid flow of value & fast feedback loops vs up-front planning & high utilization of all resources Motivation Belief in the intrinsic motivation of clear purpose vs extrinsic motivation driven by rewards & punishment
- 11. @leankitjon Bring into alignmentContinuous Improvement Focus on rapid flow of value & fast feedback loops vs up-front planning & high utilization of all resources Respect for People Belief in the intrinsic motivation of clear purpose vs extrinsic motivation driven by rewards & punishment
- 12. @leankitjon Putting the House in Order Or Continuously Improving Continuous Improvement
- 13. Customers ContinuousImprovement Centered on Customers What do they want? And what must we do to deliver it? RespectForPeople Relentless Focus on Delivery
- 14. Customers Eliminate Waste Build Quality In Defer Commitment Create Knowledge Deliver Fast What Instead? Optimize the Whole ContinuousImprovement Elevating Leaves A Gap How should continuous improvement principles evolve RespectForPeople Relentless Focus on Delivery RespectForPeople ContinuousImprovement
- 15. Customers Visualize Workflow Eliminate Waste Create Knowledge Build Quality In Defer Commitment Deliver Fast Optimize the Whole ContinuousImprovement Relentless Focus on Delivery Visualize Workflow Kanban’s transparency is key to all other Lean change RespectForPeople
- 16. Customers Visualize Workflow Eliminate Waste Experiment to Create Knowledge Build Quality In Defer Commitment Deliver Fast Optimize the Whole RespectForPeople ContinuousImprovement Relentless Focus on Delivery Experiment Knowledge creation requires hypothesis and acceptance of failure
- 17. Customers Visualize Workflow Eliminate Waste Experiment to Create Knowledge Build Quality In Defer Commitment Deliver Fast JIT Optimize the Whole RespectForPeople ContinuousImprovement Relentless Focus on Delivery JIT not just Fast Delivering early creates inventory and sacrifices optionality
- 18. @leankitjon Success Factors Building blocks of a Lean culture
- 19. @leankitjon Respect for whom? 1. Go See - Profound knowledge about potential process or product improvements starts with observation 2. Ask Why - Ask open-ended questions based on observing actions, not on assumptions. Use 5 Why's to find root cause and real needs vs surface asks 3. Show Respect - Assume the team on the ground knows more about their specific context than you or their manager. But avoid embarrassing them, too
- 20. @leankitjon Team? Bad Typical ad hoc, time-sliced project approach forces a person to be part of many ‘teams’, preventing development of team culture and not allowing process stability for kaizen Projects
- 21. @leankitjon Team? Better Service centers where rare specialists work together as teams to manage a shared queue of demand coming from other teams. Component teams if you must Projects
- 22. @leankitjon Team? Best Dedicated, long-lived cross-functional teams of 5-9 people (up to 15 for big hairy problems) who have the skills needed to handle 80% of work without dependencies Projects
- 23. @leankitjon Mentoring Management Foundation for a healthy human system
- 24. @leankitjon The role of management is to change the process rather than badgering individuals to do better - Edwards Deming
- 25. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Humble. Hungry. Smart A Lean-Agile company has no place for brilliant jerks. You are the gatekeeper
- 26. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Towards Mastery The people build the product, the manager’s job is to build the people
- 27. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Purpose Ad Nauseum If they don’t know The Goal they can’t find the bottleneck
- 28. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery No norming without storming To achieve implicit trust a leader must mine for conflict
- 29. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Autonomy not anarchy Establish boundaries then allow space for failure in order to achieve innovation
- 30. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Elevate yourself out of a job Successful leaders move beyond team supervision to focus on company goals
- 31. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Productivity not busyness Our focus is the throughput of the cross-functional team not activity of its members
- 34. @leankitjon Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare. - Patrick Lencioni
- 35. Humble. Hungry. Smart Not everyone is a social butterfly, but you absolutely can get better Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
- 36. Be respect worthy In the tech world, if you’re not staying ahead of the trends you’re falling behind Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
- 37. Be purpose driven If the mission is unclear, don’t stop asking until you understand Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
- 38. Invest in relationships Strive for implicit trust. It’s not easy. Keep working at it Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
- 39. Dissent Beforehand Absolutely discuss and dissent when planning with your team. But once you decide, it’s done Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
- 40. No False Harmony If you bottle up disagreement it will explode in a crisis. Get it out when things are safe. Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
- 41. Only the end result matters Individual productivity is irrelevant if the team isn’t winning Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
- 42. @leankitjon leankit.com/learn • Articles • E-books • Webinars • Templates • Case Studies Key Reading The Ideal Team Player - Patrick Lencioni Turn the Ship Around - David Marquet & Stephen Covey Team of Teams: New Rules of Engagement for a Complex World - Stanley McChrystal et al The Essential Drucker - Peter Drucker Drive: The Surprising Truth About What Motivates Us - Daniel Pink Online
- 43. @leankitjon leankit.com/learn • Articles • E-books • Webinars • Templates • Case Studies Even More Learning Online
- 44. @leankitjon The fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structure, and the training and development they need to perform and to respond to change - Peter Drucker