More great tips from David Marquet. I highly recommend David’s “Leadership Nudge” series.
Let’s talk about how we ask questions as leaders. Some questions are better than other questions. You don’t want to ask a question where your people will have to respond negatively: “Have you completed the project yet?” “Well, no but we’re almost done.” Instead, ask a question that they can respond positively to: “Have you […]
via Leadership Nudge™ – Let Them Say Yes! — David Marquet
Another wonderful bit of wisdom from Lean Agile thought leader, Al Shalloway. In my experience, no matter what the organizational problem, the solution is always better leadership.
Lean Leadership and Systems Thinking
Agile has somewhat left out management. While acknowledging the need for business stakeholders to get involved and leadership at all levels, management is not mentioned even once in the manifesto. But both the role of leadership and management is essential. Agile’s focus on the individual has had us take the focus off where it needs to be – on the organization in which the individual can or doesn’t thrive.
We don’t need to focus on people, they are already good & motivated. but management’s role is to provide them a place within which to shine. This is the essence of Lean-Management. Focus on the workflow and the environment in which people can work better. In other words, create an environment within which teams can work autonomously toward the common goal of realizing business value quickly.
Lean-Thinking is based on leadership and systems-thinking.
The following is a paraphrase of Russell Ackoff from Creating the Corporate Future: Plan or be Planned For
Systems Thinking is a mode of thought that begins with SYNTHESIS before ANALYSIS:
- Identify the containing whole(system) of which the thing to be explained is part.
- Explain the behavior or properties of the containing whole
- Now, explain the behavior or properties of the thing to be explained in terms of its role(s) or function(s) within its containing whole.
Read the entire post here:Lean Leadership and Systems Thinking | Net Objectives
For years I’ve heard people complain that process improvement is pie in the sky concepts that don’t work in the real world. First of all, that’s crap. Second of all, process improvement doesn’t work, until it does, and everybody’s looking to do the new-new thing.
Jamie Flinchbaugh’s blog post on “The Founder” is a great take and means that I’ll be watching this movie soon!
Source: The Founder and Experimentation — Jamie Flinchbaugh
Learning what works and what doesn’t work is driven by experimentation, real-world trials that inform us about cause and effect. How do we improve the ability to experiment? By reducing the cost, the effort, the friction required to test what
Click here for the complete article.
We often hear about ways to constructively engage employees. This post takes a bit of a different approach. It discusses employees who feel that the organization has wronged, or mistreated them in some way. It looks at what are referred to as “psychological breaches” and how they impact an organization.
I really like this approach by David Wilkinson in this 27 May 2016 post at The Oxford Review blog.
The 5 dissent tactics of employees and how to deal with them
It is estimated that somewhere between 50 and 70% of employees, will, at some point in their employment feel that the organisation has wronged, mistreated or let them down in some way.
These issues are referred to as psychological contract breaches. This is where an employee feels that the organisation has failed to fulfil its obligations to them. Over the years there has been a considerable amount of research attention looking at these psychological contract breaches and their effect.
Click here for the full article.
Source: The 5 dissent tactics of employees and how to deal with them – The Oxford Review – The Oxford Review Blog