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The Lean Leadership Communication Challenge

The Lean Leadership Communication Challenge. Communication Principles and Practices that Catalyze Excellence Preconference “standalone” slides v. 2. …it appeared to be a normal workplace. At first glance. What was it?. but something was missing. ….DRAMA !. “Drama is waste”

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The Lean Leadership Communication Challenge

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  1. The Lean Leadership Communication Challenge Communication Principles and Practices that Catalyze Excellence Preconference “standalone” slides v. 2

  2. …it appeared to be a normal workplace At first glance

  3. What was it? but something was missing.

  4. ….DRAMA! “Drama is waste” Paul Akers Gradually I realizedthey lacked...

  5. DRAMA MANAGEMENT • How to deal with difficult people • How to handle gossip • How to address manipulative coworkers • How to cut through defensiveness • How to get a sociopath to behave like a normal person • How to get people to do their job They didn’t need phrases for

  6. OPTIMAL COMMUNICATION • How to present compelling visions • How to tie steps into your vision • How to add flow to your message • How to add interest • How to create effective communication standards and agreements • How to give useful feedback • How to brainstorm ideas • How to say more with fewer words They were eager to learn about

  7. DRAMA ...I got to share my best stuff!!! Without the waste of

  8. Poor leadership • No compelling vision to aspire toward Conversations center around egos, not purpose • No clear strategy to achieve a vision Efforts become haphazard • Not safe to tell the truth The truth might “blow your cover” or be manipulated • Not being told the truth Secrets and spin keep people guessing What createsDRAMA?

  9. HONESTY The number #1 leadership quality is…

  10. HUMILITY* Which requires… *Which can be defined as selflessness

  11. VISION A close second is…

  12. WHY! • The purpose of a company is to improve the quality of life of the customer • Money is a byproduct of doing that well • What is your true north? Your True North is your…

  13. the PATH • Vision, or True North does not change • The path does change • Kata, or how you discover the path does not change • Nothing succeeds like imperfection…when… • …stumbling blocks are everyone's stepping stones…toward a shared vision The vision is NOT

  14. had VISION and HONESTY • We didn’t care that he couldn’t name the communities Incident Commander Rich Harvey

  15. won our hearts with HUMILITY • The changing winds ‘weren’t in the plan’ Forest Supervisor Jerry Marr

  16. hold the VISION as they ADAPT • We don’t know what the fire might do • At no point did we ever lose hope • The longer this fire burns, the better we get to know it Strong leaders

  17. Don’t feed EXECUPHOBIA • I don’t have time for tact • I can’t afford to have people fear me Strong leaders

  18. The Counterintuitive Power of “I don’t know” Why it’s a Three-Word PowerPhrase for Innovative Leaders

  19. look good and be right • Look good 2. Be right We like to…

  20. we think we need to: • Have all the answers • Be the only one who knows anything • Take all the credit and none of the blame Which means

  21. But do you really know what’s around that bend or over that horizon?

  22. Where is yourthreshold of knowledge?

  23. ‘I don’t know?’ Do you… • Feel threatened when people see things you don’t? • Make stuff up? • Pretend to know? • Express guesses as truth? • Pull rank and get angry at anyone who questions you? • Pressure people to take your word for it? What do you do when you arrive at

  24. I DON'T KNOW How comfortable are you saying

  25. you look great when you • Stop trying to look good and be right • SpeakStrong about what you do know (hold the vision) • Are willing to use the PowerPhrase: I DON’T KNOW • Embrace the journey of discovery Lean Leaders know

  26. GREAT LEADERSHIP • It frees you to be authentic about the threshold of knowledge • That frees you to iterate beyond your current limits • That frees you to get real answers That’s freeing. It also is

  27. Escalator Failure Syndrome • When the escalator fails, do people stand waiting for someone to fix it, forgetting that a failed escalator is a staircase? Watch this at: www.speakstrong.com/character-based-communication/289-failure It helps you avoid

  28. Why Iteraters Make Better Leaders, Learners and Lovers I came, I saw, I iterated

  29. a fixed state or goal (Being lean) • a set of tools or methods (Doing lean/ toolbox lean) • a philosophy (Lean thinking) • a continuous change process (Becoming lean through kata) Lean can be

  30. Planner sayings: Planner sayings: Let’s think it out Pick a direction and plan Study instructions and implement perfectly Failure is final Failing to plan is planning to fail You succeed… or you fail Iterater sayings: • Let’s try it out • Pick a direction and go • If all else fails I might read the instructions • We fail forward faster • If at first you don’t succeed, try try again • I did not fail, I iterated Are you an iterater or planner?

  31. Plan to iterate Know when you’ve moved from knowledge to speculation • Let speculation trigger iteration • Let iteration trigger observation • Let observation provide information • Go back to step one (This is an Improvement Kata – a practice that develops skill.) Are you an iterater AND a planner?

  32. The Marshmallow Challenge Video http://www.youtube.com/watch?v=H0_yKBitO8M

  33. “Business students are trained to find the single right plan. And then they execute on it. And then what happens is, when they put the marshmallow on the top, they run out of time, and what happens? It's a crisis. Sound familiar? What kindergarteners do differently, is that they start with the marshmallow, and they build prototypes, successive prototypes, always keeping the marshmallow on top, so they have multiple times to fix ill-built prototypes along the way. Designers recognize this type of collaboration as the essence of the iterative process. And with each version, kids get instant feedback about what works and what doesn't work.” Tom Wujec Why did kindergarteners do better than business school grads? They ITERATED

  34. Iterative learners Combine instruction with exploration to develop their own understanding Willing to try things that might “fail” Don‘t try to force reality into distorted expectations Build on ideas to keep learning Submit raw ideas and drafts for input Test ideas early and often Are playful and creative Learn when reality doesn’t fit their pictures Not trying to prove themselves, or to project an image Not jockeying for power Iterative leaders • Provide direction without pulling rank • Create a compelling vision to inspire focused aspiration • Receive and adapt to feedback • Honor the discovery process • Encourage people to find their own approaches, styles and answers • Recognize brilliance and leadership potential at every level • Make it safe to be honest Why do iteraters make better leaders and learners?

  35. See previous slide… • Let’s see what happens if we… • No expectations, lots of expectancy Why do iteraters make better lovers?

  36. The cycle of learning • first learn the basics, • then question them, and • finally find your own path Shu Ha Ri

  37. Journeys of Discovery • I’d rather be iterating • Iteraters have more fun • Iteraters get more done • Making the world a safe place to iterate in • Kata: The cure for il-iteracy • Iteraters know, being a beacon of light in the world doesn't mean being a beacon of perfection • Improvement happens one iteration at a time • I didn’t fail, I iterated • Don’t wait, iterate! • One good iteration deserves another • I came, I saw, I iterated • Don't speculate, iterate! • Planning to iterate is planning to discover, lead, learn and succeed Not Performances of Prowess

  38. The days of either/or are over The iterative days of plan, do, check, act are here And that requires new communication habits And the embrace of…

  39. The Power of Paradox “And the opposite is also true

  40. Paradox • Slow down to speed up • Plan to succeed by planning to fail – well • Less is more • Going forward often requires going backward • The biggest failures lay the groundwork for the biggest successes • Collaboratition • Respect people by challenging them Whoda thunk?

  41. Constellar / process Creativity Collaboration Guidelines Possibilities Options Nuance Expertise Linear / outcome • Structure • Authority • Rules • Formulas • One way • Black & white • Experts It’s a lot to juggle

  42. Weaving the seemingly unweavable Leaders Unify Perspectives

  43. Multi-dimensional A bit like choreographing Cirque-de-Soliel

  44. Constellar / process Creativity Collaboration Guidelines Possibilities Options Nuance Expertise Linear / outcome • Structure • Authority • Rules • Formulas • One way • Black & white • Experts We were between worlds Industry leaders lived in both

  45. Still in Process

  46. Communication Challenge And THAT is the Lean Leadership

  47. What’s the Difference Between a Reaction and a Response?

  48. What’s the Difference Between a Reaction and a Response? About 3 Seconds

  49. Stop, Drop and Choose That gives time to

  50. The Flipping Point  • Turn problems and complaints into magnets for focused aspiration Stop reactingDrop resistanceChoose

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