Are you engaged, disengaged or actively disengaged? It’s an assessment that must be made by an organization if they are interested in culture change or a culture of continuous improvement.
The next, and perhaps larger, set of questions are the same set but aimed at the management ranks exclusively: Is the management team engaged, disengaged or actively disengaged in how they interface and work with the larger workforce? In most conditions, there is ample opportunity for improvement in how the management team collaborates and shares in the corporate efforts of continuous improvement. So, what can be done about this shared problem? Plenty!
- First off is sharpening the saw. Getting the management folks some new skills, tools and practice aimed at developing their ability to more effectively support and progressively lead people in a compelling way.
- Building on their capabilities and current knowledge of the work, by providing fundamental knowledge of lean, waste, process control, problem identification and solving (kaizen) as part of a system of daily management.
- Having them both understand and practice daily team huddle meetings to bridge engagement gaps by becoming more effective managers of time and people and better yet confident and competent leaders to coach, inspire collaborative problem solving, performance tracking, working with others to raise levels of empowered performance.
This combination of manager enhancement and leadership practice is what forms the scope of Optima’s 4-day Lean Leader Immersion Course.
Offered in months past, participants have scored the course with consistent “excellent” ratings now two years in a row. If you are interested in developing change agents in your organization send a few of your management team members.
If you’re interested in organizational shifts that create cultures of continuous improvement, send some of your colleagues, your manager and yourself.