What Leaders DO

What Leaders DO
All we do is Safe & Sound
Leadership in a Lean Enterprise
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Coastal “commercial” – basis of case study
The four pillars of organizations
Current condition of leader development
What Leaders DO – a standard
Manage leadership as a process
Coastal Automotive: Rochester Hills
Coastal Automotive has a
become a preferred
supplier by several OEM’s
for overhead system energy
management and sound
attenuation.
Our purpose is to bring
together innovation and
market needs that ensure
vehicles are safe and sound.
Coastal Container: Holland
Coastal Container a preferred
supplier of packaging solutions
in Michigan.
Our purpose is to protect your
product and reputation from
dock to destination.
Four Pillars of Organizations
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Market Focus
Strategic and Tactical Planning
Lean Enterprise
Leadership
People vote with their feet…
Maybe people leave
because of how they have
experienced leadership,
…but maybe leaders are
just as frustrated with their
own performance.
David Fields
All dressed up and no
place to go…
The Best Leader You’ve Ever Known
Think of the person you consider to be the best
leader you have ever known.
Describe why you regard this
person so highly as a leader.
What did they do that made
them a great?
Leadership Qualities
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Visionary – sees the big picture
Inspired me – positive attitude
Creative
Good communicator
Integrity
Believed in me - trusted me
Confident – made hard decisions
Honest
Motivated me
Teacher
Smart – knew their stuff
Sense of humor
Balanced
Gets results – accountable
These are all good, important
attributes of a leader but they don’t
really tell you what a leader DID to
earn that description.
Will this list tell a first time team
leader WHAT TO DO to be an effective
leader?
These words describe the effect a
leader has on their team. They don’t
describe the WORK the leader does to
cause that to happen.
Lessons Learned - Content
• Think about leadership not as theory, it is work.
• The work of leaders can be defined, observed,
measured and, therefore, improved.
• The work of leading needs standards to be
consistent and thus drive out variance.
• The principles of leader work are the same for every
level and function – the practices vary.
• Standards establish a baseline for improvement.
Lessons Learned - Process
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We identify potential well
We select predominantly on technical competence not leader skills
We tend to assess more often on aptitude; MBTI, PI, DISC
We spend disproportionate time on psychology of leading
We confuse leaves and trees – leader development is spotty
We need top management commitment
Integrate leadership into all people processes
It is important to manage leadership as a process
Coaching is required
Coastal Leadership
We want every leader at Coastal to know what is expected
of them so we have created a standard for leaders and a set
of resources to help our leaders learn what is expected of
them.
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Principles
Behavioral Expectations
Supporting Resources
Expectation for Development
Leadership Standard – branches not leaves
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Serve
Build Teams
Lead
Measure
Direct
Organize
Communicate
Motivate
Develop People
Develop Process
What is a “Standard”
A standard describes the best practice as we know it today and the basis
for continuous improvement.
– The management of standards leads to a reduction in variation in everything
we do – predictability and waste elimination.
– Standard language facilitates communications.
– A standard model provides the foundation to build upon – innovation.
– Standard expectation clarifies message.
– Basis of comparison facilitates development – problem solving.
Job Instructional Training - Breakdown
If leading is work,
then it should be
subject to the same
analysis and
instructional
principles as any
other work.
Serve
服侍
PRINCIPLE
It is through the success of
others that the leader achieves.
Servir
WHAT LEADERS DO
 Motivation to Serve
 Evolving Leadership
Leaders recognize their ultimate
responsibility is to serve each
member of their team to ensure its
success. This is a dynamic
challenge – never complete.
Leaders are committed to the
ongoing personal and professional
development of each team
member on the journey to
organizational excellence.
 7 Traits of Serve
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Listen
Empathy
Growth for others
Awareness
Authority of Competence
Looking Ahead
Team
1
Build Teams 组建团队 Construir Equipo
PRINCIPLE
WHAT LEADERS DO
Leaders recognize that work in
today’s complex organizations is
done through teams. They create
a team environment of problem
solvers committed to a common
goal.
 Structure the work in teams
Leaders also work with the
understanding that they are in the
middle of a system of interlinking
teams, and they manage the
connections.
 Team not group
 Leader role as the “linking pin”
 Adult to Adult communications
2
Lead
领导
PRINCIPLE
A compelling vision and a sound
strategy.
Liderar
WHAT LEADERS DO
 Purpose
 Vision
Leaders provide the vision that will
guide the work of the team and
inspire commitment.
Leaders ensure that every team
member knows where the team is
going, how it is supposed to get
there, and how well they are
progressing toward their goals.
 Strategy
 Feedback
3
Motivate
激励
PRINCIPLE
Motivar
WHAT LEADERS DO
Enthusiasm for the work.
F.A.C.E. of Motivation
Leaders inspire their teams by
holding high standards of
performance and encouraging
members to accomplish more than
they ever thought possible.
 Create an environment that
inspires
 6 Traits of inspiring leaders
 10 Management practices that
Leaders understand that lasting
motivation comes from
involvement in the work, its
objectives, processes and results.
draw out the 15%
 Say “thank you” - validate
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Measure
衡量
PRINCIPLE
Medir
WHAT LEADERS DO
Control the work.
 Effective
Leaders keep their teams focused
with controls that track progress
and results.
 Efficient
Measures focus on results, both
the effectiveness and the
efficiency of the work, and guide
learning to better meet the future
needs of stakeholders.
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 Growth and Learning
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Organize
组织
PRINCIPLE
Organizar
WHAT LEADERS DO
Work structured for success.
 Structure work in teams / jobs
Leaders continuously ensure the
work of the team is well structured
and supported by clear standards.
 Establish processes and flow
 Lean principles: JIT, ISPC, Level,
Equipment readiness
They ensure the resources
(materials, tools, equipment, and
information) the team needs are
available and organized to enable
success.
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 Align support teams
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Direct
引导
PRINCIPLE
Guiar
WHAT LEADERS DO
Confident action through task
clarity and leader support.
 Task clarity and priorities from mid-
Leaders facilitate the daily work of
the team with planning,
coordination and problem solving.
 Provides feedback to guide
term plans to daily priorities
achievement
 Available to support
To reach goals, teams need clear
instruction, regular guidance and
help when they’re stuck.
Outcomes are managed through
adult to adult accountability.
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Communicate
PRINCIPLE
Facilitate the flow of information
through the organization.
沟通
Comunicar
WHAT LEADERS DO
 Team Communications
 Organizational Communications
Leaders keep their teams informed
and well-connected to customers
and suppliers throughout the
organization. Information needs to
be accurate and get to the right
people when it is needed.
Leaders proactively manage the
communication flow in all
directions.
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Develop People 流程开发
PRINCIPLE
Increased personal and
professional competence.
Desarrollar Gente
WHAT LEADERS DO
 Selection and Orientation
 Performance Development
Leaders are committed to the
personal and professional growth
of the people they lead.
People need an environment
where they can learn and grow
through thoughtful guidance,
challenging opportunities, and
meaningful development plans.
 Growth and Challenge
9
Develop Process 流程开发
PRINCIPLE
The spirit of continuous
improvement.
Desarrollar Proceso
WHAT LEADERS DO
 Manage to Standards
 Solve Problems
Leaders believe all systems and
processes can be made more
effective, and they encourage their
teams to continuously improve.
 Innovate – Continuous
Improvement
 Change Management
Quality performance requires clear
standards and expectations.
Improvement requires effective
problem solving and openness to
creative, innovative ideas.
10
Leadership as a Process – Identify Value
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Serve
Build Teams
Lead
Measure
Direct
Organize
Communicate
Motivate
Develop People
Develop Process
Map Value Stream – Create Flow
Central Staffing
Human Resources
RECRUIT
Staffing
or pool
SELECT
ORIENT
DEVELOP
VA
VA
VA
VA
NVA
NVA
NVA
NVA
PROCESSING
WAITING
PROCESSING
WAITING
PROCESSING
WAITING
PROCESSING
Team
needs a
leader
WAITING
Establish Pull
Internal to the team, use Survey Guided
Leadership Development, to coordinate the
needs of the team with planned development
for the leader and the members
Organizationally, prepare based on future
demand planning.
Seek Perfection
What is your target condition?
What is your current condition
What obstacles are in your way?
What is your plan – what do you expect?
What did you get, what happened?
What did you learn?
Lessons Learned - Content
• Think about leadership not as theory, it is work.
• The work of leaders can be defined, observed,
measured and, therefore, improved.
• The work of leading needs standards to be
consistent and thus drive out variance.
• The principles of leader work are the same for every
level and function – the practices vary.
• Standards establish a baseline for improvement.
Lessons Learned - Process
•
•
•
•
•
•
•
•
•
We identify potential well
We select predominantly on technical competence not leader skills
We tend to assess more often on aptitude; MBTI, PI, DISC
We spend disproportionate time on psychology of leading
We confuse leaves and trees – leader development is spotty
We need top management commitment
Integrate leadership into all people processes
It is important to manage leadership as a process
Coaching is required
Thank you for the opportunity to learn
by sharing our story.
At Coastal all we do is safe and sound