Tag: b3l4

Lean Leadership – Leading Lean Change

Making a workplace Lean is really about educating and empowering the workers. It’s strange to me that everyone wants to show before-and-after pictures of the workplace. It can look dramatic, but it’s secondary. This isn’t the real work of Lean

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Leading and Managing

We lead change, and manage complexity. Leading and managing, then, are complementary activities. Change involves fear. Leaders help us deal with fear. LeadingManaging DirectionCreate a Vision; Craft a StrategyBudgeting; PlanningRiskChoose which risks to takeMitigate and manage risksClarityAligning PeopleOrganizing; StaffingDesireMotivating PeopleControlling

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How to Build an Evolved Organization

What does it mean to have an evolved organization? You have an evolved organization when you’re reaching a higher level of sophistication, structure, and purpose by building on the strengths of prior levels. Why do organizations struggle? Often, because we try

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Dan Prock on Leading Lean Projects

For this episode of the Tom on Leadership podcast, I interviewed veteran Lean expert and coach Dan Prock on the topic of Leading Lean. Same Blueprint, 30% Cheaper, 50% Better Dan’s first exposure to Lean came when he worked at

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How to Make Your Team Resilient

Resilience is the ability of a team to perform well — reliably, correctly, quickly — under extreme pressure. What makes a team resilient, and how do you as a leader make your team resilient? Ron Steed has studied this for

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What are the CEO’s Top Five Focus Areas?

I coach CEOs and business owners to consciously retain ownership of these five key areas: Shaping the Culture Recruiting, Leading and Managing the Senior Team Crafting and Owning the Strategy Overseeing the Budget Pursuing Self Improvement In addition, of course,

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What Should you Optimize? Define Good Work

One of the most common, and tragic, causes of poor work performance is that everybody assumes the definition of Good Work is obvious, so nobody ever seeks explicit agreement on what it is. When the boss doesn’t define Good Work, things

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When Business is Great, What Should I Be Doing?

A CEO asks, “I’ve got my business running smoothly. My managers handle all the work. I’m doing strategy and vision. What else should I be working on?” My answer: You’re looking for a new challenge, or a new level of

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How can I Be a Better Boss?

To be an exceptional boss, you have to create a target condition for your subordinates. Keep ’em Safe Make ’em Grow Keep ’em Safe When people feel emotionally safe while reporting to you as their boss, they will: Admit mistakes

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7 Steps to Getting Management Metrics Right

As a manager, you must make your numbers — and manage to them. Pick the right metrics and you can really drive performance. What gets measured, gets done. Yet picking good metrics is hard — and risky. As Seth Godin points out, managing to

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How to Tackle a Stretch Assignment

The question was, paraphrased, how do I handle a promotion I’m not ready for? My prior boss left, now I have his role, and I get asked to do things I don’t understand how to do. I feel frustrated. I

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Turn Your Ship Around

How can you move from a command-and-control leadership model to one of true empowerment and accountability? David Marquet did, and he took notes along the way. His resulting book, “Turn the Ship Around” made it to my must-read list. Now

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How to Use Kaizen

What should every CEO and business owner — and every manager — know about the continuous improvement method called “kaizen”? How can you use kaizen to cut costs, improve quality, and boost employee engagement and work satisfaction, all at once?

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How to Do Simple Succession Planning

The term “succession plan” must sound daunting, based on how few people make them. Here’s a quick way to make a perfectly adequate succession plan for your entire organization in about 15 minutes (per manager). The Three Steps to Simple

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How to Eliminate People Problems

Most of us who manage people, will have people problems. Yet most of the things we identify as “people problems” are not. They’re systems problems. Here are the five systems problems you must address in order to eliminate people problems.

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