Burn Your Ships! Generating Momentum for Sustained Change
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Taryn Davis discusses how to generate sustained momentum for change by embedding continuous improvement (CI) into a company's foundation. She argues that leaders must be willing to take meaningful risks by "burning their ships" and not relying on what feels safe or entitled. Leaders should gain support from others, inspire management, use data strategically, treat others with kindness, and stay aware of opportunities. Proper timing and clear communication are also important. CI requires embracing challenges and viewing obstacles as chances for improvement.
Burn Your Ships! Generating Momentum for Sustained Change
- 1. Burn Your Ships! Generating Momentum for Sustained Change Host: Mark Graban Senior Advisor, KaiNexus Mark@KaiNexus.com @markgraban Presenter: Taryn Davis tbd strategies taryn@tbd-strategies.com @tbdstrategies
- 2. Webinar Logistics • Presentation (45 minutes) • Q&A (10 minutes) – Use the GoToWebinar Meeting Panel to submit a question at any time – We’ll use the Chat box too… • Recording link & slides will be sent via email – Also – see the “Handouts” feature and Chat box link
- 3. About Taryn Davis • Culture strategist at tbd strategies consulting • Background in CI, Organizational Development, and Culture Alignment
- 4. Burn Your Ships! Generating Momentum for Sustained Change Taryn Davis, tbd strategies
- 5. WHAT ARE WE TALKING ABOUT TODAY? FOUNDATION
- 6. REALITY CHECK • Chances are, CI was not built into the business foundation at the outset. • In order to have a sustained CI experience, CI as a lifestyle must be embedded in the foundation of the company. • How do you address this problem?
- 7. PART I: YOU
- 8. A STORY TO GET US STARTED*
- 9. *This does not mean go home and burn your computers, your desks, and your buildings.
- 10. It does mean, don’t be afraid to take the risk that is in front of you to take!
- 11. YOUR SHIPS! • What makes you feel safe? • What do you feel entitled to? • What feels risky to confront or change? If you have always done it that way, it is probably wrong. - Charles Kettering, American Inventor
- 12. SOME SHIPS I HAVE BURNED • Predictable Schedule – Gamble: C/O, CIP, Start Up improvement – Result: Buy in from team, respect as a leader, understanding • Reputation – Gamble: Management wouldn’t support the need for a cohesive training program – Result: Embraced in part of the company • Existing culture – Gamble: The ENTIRE organization wouldn’t be ready to shift – Result: Success in some places but not across the board
- 13. YOUR SHIPS • 90 seconds: The biggest challenges you faced in the last year • 90 seconds: The biggest challenges you face today • 90 seconds: Identify a ship in each scenario
- 14. THE PLAYERS • CHANGE • PROBLEMS • FEAR • ALLY • INSPIRATION • ENEMY
- 15. CHANGE • Any time anything anywhere with anyone is different than it was seconds, minutes, hours, days, months, etc. prior. • Continuous Improvement is the industry of capitalizing on change. • You cannot do this effectively without working with the change and intentional transition management.
- 16. ADVERSITY • What is Continuous Improvement? It is invention at its core: we are constantly looking at what IS and finding a way to make what WILL BE a reality. • Obstacles, bad attitudes, people who don’t understand, lack of urgency, roadblocks, general difficulty and naysayers are part of the environment. • All of these things are what give us the opportunities for meaningful change that we crave!
- 17. WHO EVER WANTED TO BE IN A HARBOR OF BURNING SHIPS? AND SOMETIMES A LITTLE TERRIFYING. BUT IT’S STILL HARD.
- 18. PART II: EVERYONE ELSE
- 21. 3. USE DATA WITH STRATEGIC INTENTION
- 22. 4. KILL ‘EM WITH KINDNESS
- 23. 5. KEEP YOUR EYES PEELED
- 24. ADVICE • TIMING IS CRITICAL – Are you ready? Is everyone on your team ready? Is your organization ready? – How can you tell? • COMMUNICATE – Overcommunication makes a huge difference when you are working with people. Help them know and connect with your vision. – Ask people if they understand. Even if you think they already do.
- 25. TOOLS • Kata – Scientific method based process improvement – Simple and easy to relate to with tangible results • Are you connected with your state’s Lean Network? – Colorado, Oregon, New Hampshire, Southern California… – Great resources and connections that will probably be outside your immediate industry. Don’t make the mistake of assuming that different industries don’t have the same problems – we can all help each other!
- 26. RESOURCES • Shingo Model for Operational Excellence • Tribal Leadership, Logan, King, Fischer-Wright • “Why Change Fails”, Kotter • Managing Transitions, Bridges • “Setting Strategic Priorities”, Lidow • Kata in the Classroom - www.katatogrow.com
- 27. SUMMARY • YOU: DON’T BE AFRAID TO TAKE MEANINGFUL RISKS • EVERYONE ELSE: – Gain Partisanship – Inspire Management at all levels – Use Data with Strategic Intention – Kill ‘em with Kindness – Keep your Eyes Peeled • TIMING • COMMUNICATION
- 30. Future Webinars • Mark Graban & Mark Valenti (Highmark Health) • Leadership Lessons from “Motivational Interviewing” • September 15, 2019 Open to all! For KaiNexus Customers
- 32. Podcasts • www.KaiNexus.com/podcasts • Subscribe via: – Apple Podcasts – Google Play – Stitcher – Spotify
- 33. Q&A • Web: – www.kainexus.com – www.tbd-strategies.com • Webinars on Demand: – www.kainexus.com/webinars • Social Media: – www.twitter.com/tbdstrategies – www.twitter.com/kainexus – www.linkedin.com/company/kainexus – www.facebook.com/kainexus Mark Graban Senior Advisor, KaiNexus Mark@KaiNexus.com @markgraban Presenter: Taryn Davis tbd strategies taryn@tbd-strategies.com @tbdstrategies