Leader behavior standard model v6
- 2. Ideal Results Require Ideal Behaviors. Results are the aim of every organization, but there are various methods by which they are attained. Ideal results are those that are sustainable over the long-term. Simply learning or buying new tools or systems does not achieve ideal results. Great leaders understand the cause-and-effect relationship between results and behavior. To achieve ideal results, leaders must do the hard work of creating an environment where ideal behaviors are evident in every associate. http://www.shingoprize.org/model
- 3. Get the culture to work for you by fostering the beliefs you need people to hold and the actions you need them to take
- 4. Current Performance results are delivered by the current culture Current culture is derived from: Current leadership approach Current Beliefs Current Experiences Current Behaviors/Actions If everyone in the org continues to think and act in the same manner as they do today, can you expect to achieve the results you need to achieve? Either you manage your culture or it will manage you
- 5. Leaders must create the needed culture Current culture provides current performance results Current culture will NOT equal new desired performance results Only a new culture can provide new performance results Optimizing the culture should command attention every bit as much as efforts to achieve performance improvement
- 6. Organizations lack structured leader standard behaviors Standard in that the behaviors are defined Standard in that the behaviors are set as expected and desired Standard in that all leaders are expected to conduct their daily activities founded in the standard behaviors Standard in that for each leader a development model is designed (unique to them) and maturity in desired behaviors tracked Standard in that each leader is coached through the cycle of leader behavior maturity new leadership behaviors require a Role Model….this model is “YOU”
- 7. Why the leader standard behaviors Aligns leaders to the overall organizations behavior needs – the foundation of culture As maturity grows, the organization moves towards the new culture High level of organizational effectiveness High level of exceptional performance High level of cultural clarity Supports the Transformative Daily Leadership Model Leadership standard behavior is a critical element in the transition
- 8. Transformative Daily Leadership Model CurrentCulture Sources Enablers Execution Outcomes TargetCulture • Purpose • Mission • Vision • Values/Principles • Performance Results • Organizational Effectiveness • Human Value Stream • Transformation Plan • Leadership Development Roadmap • Org. Clarity • Cohesive Leadership • Exceptional communications • Shared Knowledge • Extensive Coach & Mentoring • Critical system thinking • New beliefs • Leader Behavior Modeling • People, Process, Performance • New Behaviors, Experiences & Actions • Hi Level of Engagement • Hi Level of communications • Techniques & Methodology • Short Interval Cadence • LSBM • Org Effectiveness • Community of Purpose • Capability • Reliability • Flexibility • Employer of choice • Performance Results Daily Leadership is the “ENABLING” process to drive new behavior
- 9. One way to reward resistance is to keep the old behavior system
- 10. Sources Purpose – why we do what we do Mission – what we do Vision – what we do will look like when great Values/Principles – essential and enduring tenets of how we do all things Performance results - outcomes Organizational Effectiveness – how well we create value Human Value Stream – the foundation of all we are Transformation Plan – the way to great Leadership development Roadmap – how we build our members Decide to create leaders
- 11. What the people want A high level of trust To be respected and valued A sense of team Opportunity for input in decisions Solutions versus problems Encouragement to express creativity and try new ideas High priority on developing them Honesty and truthfulness as a way of life A place where management says what it means, means what is says, and does what it says it will do clear, common inspiring focus High quality in organization standards Stimulating and challenging work Freedom to fail or make mistakes Responsive leadership Leadership willing to serve Empowered to change things
- 12. SWOT for typical organizations Strength Opportunity Weakness Threat • Employee desire engagement • Competency of staff • Lack awareness and understanding • Initiative overload • Physical and mental fatigue • Environment driven by budget & productivity • Failure to manage and escalate • Highly functional/silo • Command & control • Suggestions made but not acted upon or feedback • Afraid to ask challenging questions • “So what” attitude • “This too shall pass” • Issues rarely discussed or acknowledged • Employees desire to fix the process • Employees are experts in the process • Employees Community of Purpose • Develop Organizational Effectiveness • Executive commitment, leadership lacks Modeling • Disconnect between “Human/Culture Value Stream” • Courage to change culture • Fear and threatening environment • Staff disengaged and without a purpose • “Who runs the organization” • Civility in the workplace • Lack trust and respect • No accountability
- 13. 13 To effect culture change and set the organization on a new course leaders must identify, honestly and completely, two kinds of beliefs: Current beliefs that are hindering the company from achieving the targeted results Desired beliefs that would help the company move forward. It is not a question of right or wrong, it is a question of effectiveness. Will the existing beliefs produce the actions needed to achieve the results?
- 14. Relationship between strategy & culture Strategy drives focus and direction while - culture is the emotional habitat in which strategy lives or dies Strategy is just the headline - culture needs clarity to embrace and tell the story which includes common purpose Strategy is about intent - culture determines desire, engagement, and execution Strategy is ground rules - culture fuels the human spirit Strategy is for differentiation - culture delivers strategic advantage Culture is built everyday When culture embraces strategy - execution is repeatable, sustainable and continuous Culture is the competitive advantage 14 Culture is the health of the organization
- 15. Commitment, Clarity and Cohesiveness: If you are committed to becoming … There will come a time when you will have to make some decisions that may be uncomfortable There will be non-believers and you will have to decide what is best for the organization as a whole The beliefs people hold significantly influence what they do on a daily basis, and these beliefs will strongly resist change unless you deal with them directly
- 16. EXAMPLE Leadership Excellence Roadmap Organizational Understanding Structure to Engage Transformation Continuous Competitive Advantage Learn Focus Align Institutionalize •Communicate •Establish credibility •Relationship building •Resolving conflict •Learning to delegate •Benchmarks/Go See •Create Training Plan •Cohesive and consistent •Assist Strategy Deployment •Enable others •Facilitates change efforts •Organizational structure for Value Streams •Encourage transparency •Creates Implementation Plan • Conduct Gemba Walks • Embraces change •Articulate clear direction and establish clarity • Collaboration •Understand Organizational Development and Change •Lean change awareness & readiness •Lead with purpose •Conduct OpX assessment •Establish Why change •Establish Vision & Urgency •Complete Leadership training •Establish Communication plan •Create Infrastructure for Change •Establish ELT •Ensure CAP is in place •Establish Customer expectations •Business knowledge •VOC/VOP/VOE •Communicate •Coaches Empowered Teams •Facilitates engagement/events •Conducts Structured Reviews of Initiatives •Models the way •Coaches others on Improvement Tools & Techniques •Operations Sponsor on Waste •Sponsors OpX to Extended Value Stream •Performs FMEAs •Lean Certification •Conduct Strategy Deployment •Cross functional/E2E relationships •Think and act systematically •Manage organizational complexity •Implementing change •Taking risk •Visionary •Foster clear behavioral standards •Natural influencer •Communicate •Sponsors Best practice & Lessons Learned •Engages Extended Value Chain ownership •Integrates Feedback •Mentors Self Directed Work Teams •Monitors Supplier Performance •Enlightened Leadership of COE •Strategic thinking •Sponsors Strategy Deployment •Identify innovation and new business •Creating and articulating vision •Creating strategic alignment •Establish strategic execution •Leading culture •Catalyzing change •Developing value in others
- 17. Care harder…care enough to take the company through the unpopular, almost hated struggle of culture change
- 18. Enablers The catalyst to engagement, effectiveness and execution: Organizational Clarity Leadership Cohesiveness Exceptional Communications Alignment and Integration to the key few initiatives Shared Knowledge Critical Thinking Problem solving Holistic Extensive Coaching – personal investment in others Leader Development If you act like the status quo, that is what you will get
- 19. 19 There is a simple yet powerful relationship between the beliefs people within the organization hold and the actions they take Their beliefs about how work should get done directly affects what they do. If you change people’s beliefs about how they should do their daily work and help them adopt the new beliefs you want them to hold, you will produce the actions you want them to take Help people abandon unwanted beliefs and adopt desired beliefs Neglect at your own peril
- 20. Purpose Mission, Vision & Values Enablers Beliefs, Actions, Experiences, Leadership Performance Stakeholdersinternal external Flipping the Pyramid
- 21. 21 Create alignment around the key cultural beliefs needed throughout the organization. “access to information is what motivates change and improvement” People in the organization must participate in any transformation planning, goal setting, improvement activity, communications and training To effect culture change guide the needed actions and produce the desired results
- 22. 22 Creating clarity around the key cultural beliefs that need to shift will help accelerate the transition to a new culture and increase the likelihood of delivering desire results By defining a culture of accountability in which people actively engage in critical thinking and designed behaviors of action in a manner necessary to achieve the desired results Effective leaders understand that beliefs drive people's actions
- 23. Lead both organization and individuals with purpose Value others through serving, attention, affirmation, appreciation, equipping, empowering and engaging them Transform mindsets within the organization to system wide, critical, value creating thinking Responsible steward who is accountable for and optimizes each resource to deliver exceptional outcomes Leadership Themes The most valuable currency of any organization is the initiative and the creativity of its members. Every leader has the solemn moral responsibility to develop these to the max in all their people. This is the leader’s highest priority. Deming, 1982
- 24. Your organizational culture produces the results you are getting
- 25. Execution People, Process, Performance New Behaviors, Experiences & Actions Hi Level of Engagement Hi Level of communications Techniques & Methodology Short Interval Cadence LSBM
- 26. its more than simple tools: To create the desired culture - leadership must clearly: establish the new expectations and behaviors exemplify these in every action conducted daily be thoroughly committed and importantly, adhere to the concepts of change leadership Repeat: Your organizational culture produces the results you are getting
- 27. People, Process, Performance Take care of the People: Believe in them, Lift them up, build them up Affirm their value and celebrate the Human Spirit Create an atmosphere of trust, relationship, and community Be present, listen, and be empathic The People will take care of the Process: Unleash enlightened leadership in everyone Equip individual capabilities in critical, system, and change leadership thinking Empower individuals with respect, risk free experimentation, learning points and courage Engage by aligning their passion to the organization and their higher cause The Process will take care of the Performance: New experiences New beliefs New actions New results
- 28. You don’t change culture because it sounds good...you do it because you have to Some companies do the things to start changing culture, but don’t have the organizational courage to see the effort through Some companies recognize the need for culture change, but are deceive into thinking they can accomplish it without pain and chaos Leading change is heavy stuff If you are to be successful, you will disturb people
- 29. Leading the culture Lead the culture so that it produces the results looked for is an essential role of leadership Leadership creates experiences everyday that shape the organization culture. From promoting people, to implementing new policies, to interaction in meetings, or reacting to feedback. These experiences foster beliefs about “how things get done around here” Optimizing the culture should command attention every bit as much as efforts to achieve performance improvement Leaders must create the needed culture
- 30. Create the experience Each interaction you have with others in the organization creates an experience that either fosters or undermines desired beliefs. Quite simply, the experiences you provide create the beliefs people hold Experiences create beliefs, the right experiences create the desired beliefs. To accelerate culture change you should ask yourself key questions: what experiences do I need to provide in order to create the beliefs we need in the organization The right experiences form the desired beliefs
- 31. To achieve new results you must create the new culture that will produce those results You do this by defining the needed shifts in the way people: Believe Act Which create the new Experiences that will help them adopt those desired beliefs and actions Effective leaders understand that beliefs drive people's actions
- 32. 32 To achieve new performance results you must create the new culture that will produce those results. You do this by defining the needed shifts in the way people: Believe, Provide the new Experiences that will help them adopt and reinforce the desired beliefs and lead to desired Actions You can not expect old culture to magically abandon its powerful, persistent existing attributes and produce new results
- 33. Leaders must attempt to change the way people act by modeling and shaping their beliefs understand that actions are influenced by the beliefs people hold and the experiences people cite as they seek to justify their behavior effectively shift culture by influencing people to take the right action. Understand that you can not merely announce what you want people to do differently and then sit back and expect them to do it Get the culture to work for you by fostering the beliefs you need people to hold and the actions you need them to take
- 34. Leaders understand that Beliefs are central to the organization's culture and are reinforced and transmitted daily in a efficient, almost naturally occurring self perpetuating process They must deconstruct the current culture: become fully aware of the strength and weaknesses of the current culture examine the experiences, beliefs and actions that constitute the current culture and carefully consider what they need to shift Sharing knowledge, communicating exceptionally and modeling the way are key to creating awareness with full understanding in others of the new “rules of engagement” Get the culture to work for you by fostering the beliefs you need people to hold and the actions you need them to take
- 35. If everyone in the org continues to think and act in the same manner as they do today, can you expect to achieve the results you need to achieve
- 36. Outcomes Org Effectiveness Community of Purpose Capability Reliability Flexibility Employer of choice Performance Results Sustainability
- 37. Rule of Engagement We will follow our standardized work on all processes When we can not – we will expose the problem The organization will respond immediately and support us Management must Gemba everyday We will use our problems as people development opportunities We will implement process improvement everyday We will never accept the current state
- 38. Community of purpose The rare experience that happens when a leader coalesces a group into a creative, dynamic, brave, and nearly invincible WE Centered when the organization’s mission, vision, values, and culture are internalized equipping and empowering the people to work tirelessly toward the future A sense of inclusiveness and connection with the total organization in the cause of excellence Common purpose turns me to WE 38
- 39. 39 Create accountability people start to see their purpose and roles differently. The act of claiming accountability for current and past results creates a powerful, positive experience for everyone “if we are responsible for where we are, we can also be responsible for where we want to go” Bears repeating: your culture produces your results. If you need a change in results, then you need a change in culture.
- 40. Leadership To succeed in sustainability; experiences beliefs actions must be changed to embrace new expectations while the entire organizational structure is aligned to support process improvement and procedures
- 41. Sustainability is a condition in which the newly installed processes, systems, structures and behaviors are institutionalized and self-correcting, which results in continuous improvement What is Sustainability? Now is your opportunity to lead the way and create the standard behaviors that you have determined to be vital in the role of leader. Note the specific behaviors, actions and experiences that as a leader you are setting as the expectations!
- 42. Leadership Compact Trust I do what I say I’ll do I say what I think and feel I confront conflict constructively I care about the development of others Collaboration I put the company before personal and departmental interest I ask for help and offer help to others I treat other people’s time and opinions with respect Innovation I question the status quo I propose solutions I ask why? I am committed to transformation I foster an environment that is free of fear and open to risk taking Passion I am proud of working for this organization I have a purpose/cause I help others find their purpose/cause I align the “cause” to the vision Accountability I assume responsibility for problems and focus on solutions I admit mistakes and learn I hold others accountable Results Orientation I know what is expected I focus on priorities aligned to the vision and mission Signature Date
- 43. Customer Internal customer External customer Community Shareholders