Comments on: Leading Lean One Heart at a Time http://www.leanblog.org/2006/11/leading-lean-one-heart-at-time/ Mark Graban's leanblog.org - Lean Healthcare, Lean Thinking, Lean Manufacturing, Toyota Production System Thu, 09 Feb 2012 22:59:58 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Mark Graban http://www.leanblog.org/2006/11/leading-lean-one-heart-at-time/#comment-1189 Mark Graban Mon, 06 Nov 2006 17:20:00 +0000 http://leanblog.bigbigdesign.net/2006/11/leading-lean-one-heart-at-a-time/#comment-1189 Thanks, Mark. I think when it's sincere (as I think it is in my case), people are indeed glad to know that you're "there to help" and you're not just collecting a paycheck. If folks are cynical about that, all you can do is demonstrate it over time. <br/><br/>You're right to mention "why we're here", not just "what we're doing." There are many great lean/Toyota stories I've heard about taking the time to explain WHY and how important that is. Thanks, Mark. I think when it’s sincere (as I think it is in my case), people are indeed glad to know that you’re “there to help” and you’re not just collecting a paycheck. If folks are cynical about that, all you can do is demonstrate it over time.

You’re right to mention “why we’re here”, not just “what we’re doing.” There are many great lean/Toyota stories I’ve heard about taking the time to explain WHY and how important that is.

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]]> By: Mark Edmondson, Lean Affiliates http://www.leanblog.org/2006/11/leading-lean-one-heart-at-time/#comment-1188 Mark Edmondson, Lean Affiliates Mon, 06 Nov 2006 17:09:00 +0000 http://leanblog.bigbigdesign.net/2006/11/leading-lean-one-heart-at-a-time/#comment-1188 Great column Jamie. Will this be a regular feature in Assembly Mag?<br/><br/>To get our message across, it's a given that we must know our stuff and be prepared to convey a complex subject in a few seconds or minutes. Buidling on your comment about showing passion - I've found that this makes a real impact and diferentiaties the top professionals like Mark and you from the rest. I often share my "Let me tell you why I'm here" story that lets people know that I'm not in it just for the money, but to make a real difference for their people and management. Great column Jamie. Will this be a regular feature in Assembly Mag?

To get our message across, it’s a given that we must know our stuff and be prepared to convey a complex subject in a few seconds or minutes. Buidling on your comment about showing passion – I’ve found that this makes a real impact and diferentiaties the top professionals like Mark and you from the rest. I often share my “Let me tell you why I’m here” story that lets people know that I’m not in it just for the money, but to make a real difference for their people and management.

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]]> By: Mark Graban http://www.leanblog.org/2006/11/leading-lean-one-heart-at-time/#comment-1186 Mark Graban Mon, 06 Nov 2006 03:02:00 +0000 http://leanblog.bigbigdesign.net/2006/11/leading-lean-one-heart-at-a-time/#comment-1186 Good column, Jamie. I'll probably post our podcast discussion in about a week or so, on the topic of how to educate leadership about lean.<br/><br/>I agree with you that we, as leaders or consultants, have an obligation to convince others of the value of lean. We should expect anyone to accept it because we say so or because everyone else is doing it. People who accept lean without thinking it through can be more dangerous than those who reject it initially. The people who reject lean initially, you have more of a chance of getting them to think through lean and to accept it in a productive and sustainable way.<br/><br/>I always talk to clients about the "What's In It for Me?" factor (WIIFM?). For each and every individual in the organization, there is a WIIFM regarding lean. Rather than using the excuse of "people hate change" we need to think about the WIIFM and think about how to lead them to see lean as a positive for them individually and for the organization, their customers, etc.<br/><br/>I have a long-simmering blog post about this, but I *hate* the "people hate change" excuse. I should write that post soon. Good column, Jamie. I’ll probably post our podcast discussion in about a week or so, on the topic of how to educate leadership about lean.

I agree with you that we, as leaders or consultants, have an obligation to convince others of the value of lean. We should expect anyone to accept it because we say so or because everyone else is doing it. People who accept lean without thinking it through can be more dangerous than those who reject it initially. The people who reject lean initially, you have more of a chance of getting them to think through lean and to accept it in a productive and sustainable way.

I always talk to clients about the “What’s In It for Me?” factor (WIIFM?). For each and every individual in the organization, there is a WIIFM regarding lean. Rather than using the excuse of “people hate change” we need to think about the WIIFM and think about how to lead them to see lean as a positive for them individually and for the organization, their customers, etc.

I have a long-simmering blog post about this, but I *hate* the “people hate change” excuse. I should write that post soon.

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