THANK YOU VETERANS!

As the daughter of an American veteran who fought in three wars -  WWII, Korea, and Vietnam - I thank my hero, my father, and all veterans for the sacrifices you made/make for this country. 

“here, let me show you” (leading by example)

(part of the Total Quality Leadership (TQL) series)

How an organization achieves world class quality excellence depends on its leaders within the organization, at all levels of the organization.  Whether your organization has just started its quality journey with ISO certification or are ready to apply for the world renowned Deming award, the critical success factor to world class quality excellence…it’s all in the leadership!

Leadership skills that make an environment successful are the same skills that we learned when we were little.  Today, a coaching skill, leading by example.

It's not that the young ones can't do something.  They just need to be shown.  We demonstrate, step by step, how to put things together and they follow our lead.  We make it easy for them.  We relieve the stress they may have.  We show them how to do it right.  Once they learn, they go to the next level.  They experiment.  They do better than we can.  They now show us.

“You cannot create experience, you must undergo it.”  Albert Camus, French Novelist

The new CBS television show “Bosses” is one I enjoy because it represents leadership at its best.  It answers the question of how decisions made in the corporate office impacts those who have to perform the actual implementation of those decisions. 

Prior to consulting on topics I am not 100% familiar with, I spend time beforehand to familiarize myself with the workflows of the environment.  The two pictures are ones taken at the International Bridges in El Paso, Texas.  The picture on the left is a walk-over bridge for pedestrians, the one below, a drive-over for vehicles.  The time I spent following-by-example gave me a much better perspective on the associates' working environment on the bridge. 

A checklist for instructions includes the following:

1.  Find out what each employee knows (don’t make assumptions).  I found the associates to be well-versed.  They had to determine the crossing charge in both US change or dollars and Mexican Pesos.  I barely kept up as people walked or drove by and, many times, tossed in their change.

2.   Demonstrate whenever possible.  I took over for 5 minutes at a time and my head was reeling with the exchange I had to make between both country’s monies.

3.   Encourage questions.  I have always been one to drive my teachers crazy with questions.  As a (Dr.) Deming disciple, the "5 whys" comes naturally to me.  There are no stupid questions!

4.   Explain purpose of job.  Both associates were well-informed tutors.  I was able to tailor my course to the department with the knowledge they had taught me. 

5.   Follow up.  Their thirst for additional learning encouraged the manager and director to provide more team based education.  Procedures were tweaked to meet their respective needs.

6.   Recognize accomplishment.  Writing a column in the City’s online newsletter lets everyone know your Department news.  Everyone likes to see their name in print (and it’s zerO cost)!

My hands-on experience with the associates facilitated tailoring the team-based class to the needs of the department. Sometimes taking the lead means you have to follow first. 

“what a good boy/girl!” (praise phrases)

(part of the Total Quality Leadership (TQL) series)

How an organization achieves world class quality excellence depends on its leaders within the organization, at all levels of the organization.  Whether your organization has just started its quality journey with ISO certification or are ready to apply for the world renowned Deming award, the critical success factor to world class quality excellence…it’s all in the leadership!

Leadership skills that make an environment successful are the same skills that we learned when we were little.  Today, praise phrases.

My June 27th blog addressed low self-esteem and the behavior we learn based on our environment as a child.  Titled To belittle is to be little; it addresses the behavior change needed in the 21st century.  Praise is a skill we give to children when they do something well or they've tried very hard to do well.  Your approval motivates them to continue to keep on trying.  Praise makes children proud. They want to do more and to do it better.

I have yet to be bored by someone paying me a compliment.  Psychology professor, Otto Van Isch

Praise defined:  words that express approval or admiration, e.g. for somebody’s achievements.  Praise is a zerO cost motivating solution. One of the 6 critical factors for successful coaches in a team based environment is praise.  A great coach gives positive feedback to motivate his players.  A great coach:

1. looks for opportunities to commend people publicly
2. rewards Outstanding Achievement
3. finds ways to recognize achievers in a public way
4. is consistent
5. looks for opportunities to praise people for their work (ref:  praise exercise below)

 F  exercise:  Develop Your “Praise” Phrases

Praise is a skill 21^st century leaders must acquire.  Brainstorm phrases you can use on / with your associates.  If it’s difficult, start with simple two word phrases:  good job, great job, add any positive adjective for the word job; atta boy, well done. Create a list of 20.  Use one every day. 

Praise is one of the most powerful methods of letting employees know they make a difference.  Praise is the opportunity to reward as soon as possible to the action, at zerO cost.  One of Dr. Deming’s people philosophies:  Every organization has undiscovered “gems” waiting to be discovered.  Two words are worth discovering those “gems”.

"wanna see what else..." (creativity)

(part of the Total Quality Leadership (TQL) series)

How an organization achieves world class quality excellence depends on its leaders within the organization, at all levels of the organization.  Whether your organization has just started its quality journey with ISO certification or are ready to apply for the world renowned Deming award, the critical success factor to world class quality excellence…it’s all in the leadership!

Leadership skills that make an environment successful are the same skills that we learned when we were little and playing in the sandbox.  Today's sandbox skill is creativity.

Kids can make something out of nothing.  A bucket and a shovel can make beautiful castles.  You take the shovel and scoop up the sand into the bucket.  Once the bucket is full, you pack it down.  Very carefully, the child will quickly turn the bucket over and very carefully pull the bucket up, et voilà, a castle form.  From there, they add doors, windows, a moat, a bridge, and whatever else they feel makes their castle better.  Their creativity has no boundaries.

Creativity is the ability to use the imagination to develop new and original ideas or things.  Creativity is the foundation of brainstorming sessions.  The first requirement is an environment where the associates and team leaders feel free to be creative, to brainstorm.  The old dysfunctional environment, the ‘me boss - you employee’ environment, prevents creativity.  One of the comments I hear all the time is “we tried to tell them” (ref my blog dated on “this is the last time I'm gonna to tell you! “ (listening), August 19, 2012).                                

“As a team, invent as many uses as you can for this pictured item.”  The above 2011 Family Circus cartoon represents an exercise I have used in my creativity, team building classes for many years.  This is a simple exercise to get the brains of the associates and leaders “out of their box”.  It’s also a lot of fun!  Fun is not a dirty word in a team based environment.

The World Class Leadership objective is to build excellence into every aspect of the company by focusing on creating a workplace that encourages EVERYONE to contribute.  The prerequisite is everyone must feel comfortable in voicing ideas and having them actively listened to versus the old dysfunctional attitude of “we (managers) know what’s best for you and we’ll tell you what to do.  We’ll make the decision for you and then we will hold you accountable to make it work.”  It obfuscates the associates.  Fear is not a motivator!

The associates who do the work 8 hours a day know the changes to make in their jobs to make it better.   Ask each associate and leader to “name 3 things that would make your job better?”  I am always (pleasantly) surprised to note the associates make changes that cost little to no monies but save time and increase productivity.  Think 3M, an engineer, paste, a tablet and post-it-notes – who woulda thought?

Associates are like the bucket – you fill them with the right education, top it off with a firm belief in them (based on your outstanding education and coaching to them) and then let them build their castles.  Allow their creativity.  Success is built on "can" not "cannot".   I find 99.9% of the time, they really can.

“don’t forget your …” (planning)

(part of the Total Quality Leadership (TQL) series)

How an organization achieves world class quality excellence depends on its leaders within the organization, at all levels of the organization.  Whether your organization has just started its quality journey with ISO certification or are ready to apply for the world renowned Deming award, the critical success factor to world class quality excellence…it’s all in the leadership!

Leadership skills that make an environment successful are the same skills that we learned when we were little and playing in the sandbox.  The sandbox skill today, planning.

If a child has plans to play in the sandbox to build a castle, it is important to plan to bring a shovel and pail.  It is also important to plan to wear a hat and sun screen so the child doesn't get burned.  The latter is an adult's responsibility; the former is a responsibility we teach kids. 

To help them remember, we may write down “shovel and pail” on the blackboard (or paper or easel) in their bedroom.  Together, you may add other toys or things to the list.  Writing it down helps to remember and not forget.  When it is time to get ready, the child only has to look at the blackboard (or paper or easel) and erase it or draw a line through it when the item has been packed to go.  We eliminate the “regrets” and the “forgot” and the tears.  The castle gets built and you can relax and enjoy.

At my age, "senior moments" come often so writing things down is mandatory.  Reminders (post it notes are the best discovery) and checklists are important basic planning tools to help us remember and not forget. The process of planning is a three step process:

1.  What do I have to do?  (write it down)   

2.  What are the steps to get it done?  (be explicit)

3.  By when?

        What is the deadline?

        When did I promise?

I know, as you do, people who spend their lives telling you, “I don’t have time to write it down”.  Yet they always seem to have time to spend an hour “looking for” or “driving back” because they failed to remember.  Forgetting costs money in business and in your personal time.  An additional benefit of crossing a line through a completed action is it induces you to want to do more.  Planning (writing it down) saves time you can spend on other things, like doing absolutely nothing. 

“I knew you could do it” (motivation)

(part of the Total Quality Leadership (TQL) series)

How an organization achieves world class quality excellence depends on its leaders within the organization, at all levels of the organization.  Whether your organization has just started its quality journey with ISO certification or are ready to apply for the world renowned Deming award, the critical success factor to world class quality excellence…it’s all in the leadership!

The leadership skills that make an environment successful are the same skills that we learned when we were young.  Today, motivation.

When teaching a child to walk, we take both of their hands, stand behind them, and help them take one step at a time.  One step at a time - the learning experience.  Practicing daily.  One day we let go of one hand and the child takes wobbly steps but knows and feels the steady hand of the parent.  One day, the child takes his first steps alone.  They may fall but it's a new experience and the squeals from the delight of the  parents motivates the child to get up and try again.  One day, the child is walking all by themself (and we are now following behind them to make sure they stay out of harm's way).  Each child learns at their own pace.

Coaching associates is how we lead in a team based environment.  We appraise each associate, determine their strengths and weaknesses, and motivate them accordingly.  •To motivate means I have to know what’s important to you; to know that means I have to listen to you; to do that means I have to talk to you: I have to tell you my requirements so that you can tell me yours.

The best coaches understand that different things motivate different people at different times of their lives.   What motivated me twenty years ago has changed.  My "bucket list" has been a factor for that change.  Time has been a factor. 

As coaches we introduce change, explain the change, document the change and parrot the reason for the change until all associates understand the change and can action it themselves.  Some will stumble and others will run with it immediately.  Eventually, one step at a time, the entire team will move to the continuous improvement phase.  The circle will start again - introduce, explain, document and parrot.  Positive reinforcement ('I knew you could do it') will encourage the team to keep moving forward and remind them (and yourself) "experience is the fruit from the tree of errors". 

What three things motivate you in your personal life; in your professional life?

"AND A CHILD SHALL LEAD THEM"

Malala Yousufzai is a 14 year old activist in Pakistan.  She is an advocate in her country for girl's education.  She has been publicly voicing her convictions for that right.

For this action, she was shot in the head and the neck. Grown men had actually been following her moves and chose last Tuesday, when she was riding back home from school with other children, to (try to) kill her.  Today, Saturday, she is listed in critical condition and hangs on to her young life.

Let us all pray for Malala.  We pray she continues to get stronger every day. 

May the cowards who committed this heinous act be caught and justice prevail.

"it wasn't me, it was...!" (conflict resolution)

(part of the Total Quality Leadership (TQL) series)

How an organization achieves world class quality excellence depends on its leaders within the organization, at all levels of the organization.  Whether your organization has just started its quality journey with ISO certification or are ready to apply for the world renowned Deming award, the critical success factor to world class quality excellence…it’s all in the leadership!

Leadership skills that make an environment successful are the same skills that we learned when we were little.  Today's skill, conflict resolution.

When children disagree, we make sure the shouting and the yelling don't get too out of hand. Name calling indicates the disagreement has gotten to the point where there is no point.  Physical hands-on each other is a definite no-no (I know this is different for parents who use the ole "go out there and kick his butt" attitude but I think we have grown enough bullies, boys and girls, with that type of stance.  just my opinion)  Our responsibility as adults is to teach children how to argue.  There is a time to allow venting (letting each state their side), then there is a time to say "stop" and move them to resolution.  They cannot hear each other if both are speaking at the same time (or yelling and screaming).  Name-calling is not a solution, it says "the real problem [I have with you] is over 'cause I don't have any more to back up my side."  An initial solution today is to call a time out. The purpose is to give both time to think about their (poor) behavior, return, apologize, and calmly discuss the problem (hopefully) to resolution.  All is good with the world (for at least 30 minutes). 

A simple swat to the head with a large club was our cave-dwelling forefathers’ method of conflict management.  Debate, alternative solutions, creative ideas, and change are the differences in people that can also breed (positive) conflict.

Cognitive Conflicts are helpful conflicts.  The focus is on issue alternatives, advantages, disadvantages, cost-benefit analysis, and opportunity costs.  They clarify the issues and result in better decisions.  Members have a high commitment to the decisions made.  Properly managed conflict yields Constructive outcomes

·       Introduction of new approaches or solutions

·       Prevelent problems are brought out in the open

·       Thoughts and feelings are clarified

·       Interest and creativity are stimulated

·       Personal capabilities are stretched

Affective Conflicts are more personal conflicts.  They focus on members, accuse each other of selfish motives, argue for self-serving alternatives, finger-pointing, lobby each other, blame the other side, and second-guess previous decisions.  They can tear a team apart.  The result is a weak or ineffective decision with little or no commitment to implementation.  Unmanaged conflict yields Destructive outcomes.   

•         It breeds a climate of distrust and suspicion

•       There is resistance to teamwork

•       People leave the situation because of the turmoil

The selection below is one I found on the children's mini-page of our local newspaper. It is a test to evaluate conflict management skills 001.  How well will you do?







 

“all done...?” (performance appraisals)

(part of the Total Quality Leadership (TQL) series)

How an organization achieves world class quality excellence depends on its leaders within the organization, at all levels of the organization.  Whether your organization has just started its quality journey with ISO certification or are ready to apply for the world renowned Deming award, the critical success factor to world class quality excellence…it’s all in the leadership!

Leadership skills that make an environment successful are the same skills that we learned when we were little.  Today, performance appraisals.

When we ask children to do something, we tell them what to do and what the expectations are.  "I want you to sweep the kitchen floor and make sure you clean behind the table.  Thank you."  If it's the first time they've done it, we show them how.  We then turn the task over to them, we watch them for a while, and answer questions when asked.  When it appears the child understands the what, the how and the why, we leave them to finish the task. When they are done, they will come in and tell you to "come and look".  You walk into the kitchen, look at the floor and give your comments.  They may range from "good job" to "it looks good but you forgot to clean under the table".

"Good job" means the task is over and expectations have been met.  Depending on the age of the child, if he/she also mopped the floor, expectations were "exceeded".  If the first review means the task was not complete, the child will try again. When finished, the child will come in, and the review process, this time, should net the "good job" appraisal.  If not, the process of sharing with the child what was missed and having the child try again will continue until expectations are met and the "good job" appraisal is achieved.  Not all children learn at the same pace.  It may take only once for one child and several times for another.  One child may just need to understand exactly what you mean ("you didn't tell me to pick it up, you just said 'sweep' ".)  et touché!

Performance appraisals should be used as a way to increase employee achievement.  Back in the day performance evaluations were used as a "gotcha" tool.  To evaluate means to examine and judge something, not a person.  To appraise: HR – to make a formal assessment of an employee or an employee’s performance following an agreed set of criteria.

In our team based environment, both employee and team leader (or manager and director; director and vice president...) sit down and discuss achievements and needed (continuous) improvements of the year past.  This should not be a surprise to either involved.  In a team based environment, we share performance every day.  When a correction needs to be made, we share immediately.  The goal is to continuously coach our team for their success and ours.  The introduction of SMART goals in the '90s was the tool to assist in the professional development of all employees regardless of level.  SMART goals articulate the expectations and eliminate the nebulousness of evaluations (what does "you're a good leader" mean?). 

• Specific  (what is the task or objective?  Attach details if appropriate)
• Measures  (standards and parameters)
• Achievable  (is it?)                         
• Realistic  (is it?)
• Time-bound  (start / finish dates)

When questions are asked, they need to be answered to the satisfaction of the one who asked.  The old "that's why I hired you" comment does nothing to inspire or teach or answer a question.  Today that comment translates to "I don't know but I don't want to tell you I don't know".  It's ok if you don't know, just say that rather than putting the onus on the questioner.

Remember the "one size does not fit all" mantra.  Employees (all humans) learn at a different pace.  Specificity removes ambiguousness in expectations - the "you didn't say x, all you said was....".  The time taken up-front to insure goals are understood, and agreed to, by both the team leader and the associate saves time in behavior and task performance.  It allows for an easy "yes" or "no" when responding to the "all done?" questions in the performance appraisal process.  The goal for both you and the employee is to achieve the "good job" grade.

Are you employing SMART in your business? 

 



“wanna play wif us?” (Team Building)

(part of the Total Quality Leadership (TQL) series)

How an organization achieves world class quality excellence depends on its leaders within the organization, at all levels of the organization.  Whether your organization has just started its quality journey with ISO certification or is ready to apply for the world renowned Deming award, the critical success factor to world class quality excellence…it’s all in the leadership!

I believe the leadership skills that make an environment successful are the same skills learned on the playground.  Today's skill, team building.

Children love everyone!  The eagerly want to join others and play.  They pick their friends  and others they believe will help them win the game for their side. They help each other out and they enjoy interacting with each other. They learn the rules of the game(s) and follow them.  They learn what happens if they do not follow the rules of the game(s). Their parents or other adults are there to oversee they play agreeably.  

Let's identify true team-based environments using one example of what should be a very simple process. Do your associates schedule their vacations and days off with the approval of their team mates (the people they work with 8 hours a day and who are the ones directly impacted by their absence?)  or

is there still a signature process that involves a litany of people up the "management chain" - supervisors, managers, HR?   if yes, why?  Ninety percent of the responses suggest the "team" is unable to "make those kind of decisions". 

If, as a supervisor or above, you are still spending your time signing off on vacation or time off requests (except for your direct staff) you are unnecssarily adding to the cost of a simple process and negatively impacting the growth of your staff to becoming a self-directed work team. (see blog, ABCM 7/14 and 7/19)

In a true team based environment,

1.) the associate team (those that work together 8 hours a day) would deliberate the "request for absences" at the morning associate team meeting. “Absences or request for time off” would be listed as an agenda item (daily, weekly, monthly— depending on the size of the business).

(the team leader would share the work or tasks for the week in a daily “data-exchange” agenda item)

2.) Together, the associate team would evaluate the team leader's input and make their "yes, no" decision.  The team leader would assist in the process only if needed.

The prelude for the above team process is:

1. We have educated the associates on the process of  “decision-making" in a team building class.

· We have implemented job / skill sharing (some still use the vernacular "cross training") with each member on the team.

2. We have educated the associates on the company policy specifics for “time off”. (identify the rules)

· My policy:  we will not hire temporary worker(s) for the job;  the work will not fall behind  (read:  job / skill sharing [cross training] has taken place).

3. My policy:  All desk procedures are written and up-to-date. (identify the rules and what happens if they are not followed)

· "Your vacation will be interrupted if something happens and no one knows what to do.  This will also negatively impact your request the next time you ask for time off. It will also be noted in your performance review."

Just as we do with children, if we share the rules of the game (read:  set policy) with our team, they should be able to carry them out (read:  implement the procedure) and be held accountable for their decisions. Decision-making is an invaluable skill for the team to learn. It is the basis for any problem solving technique.  Vacations and time off is one that impacts them directly.  Teaching them how to approve or disapprove this request is a good start to their skill set addition.

This is but one example of how true team-based environments should operate.  Does yours? If not, why not?