What Bad Managers, Good Managers, and Great Managers Do

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Today’s post is something that I wrote for a broader LinkedIn audience, but might have meaning and significance to my Lean readers:

What Bad Managers, Good Managers, and Great Managers Do

You might particularly enjoy the old blog post I linked to about the “power of why” at NUMMI, compared to my experiences at GM.

Feel free to comment on LinkedIn or here.

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Here is picture of mine from a hospital lab… there was a warning label that I’ve illustrated because it wasn’t readable in the picture:

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A bad manager would just say “Do not lean on here!”

A good manager (and sign) explains why.

A great manager might engage people in figuring out how to error proof the system in some way…

Do you have examples of good managers explaining why rules or policies are necessary instead of just forcing things on people in a “command and control” manner? Do you have examples of how you’ve helped leaders better engage employees in the development of policies, procedures, or standardized work?

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Mark Graban's passion is creating a better, safer, more cost effective healthcare system for patients and better workplaces for all. Mark is a consultant, author, and speaker in the "Lean healthcare" methodology. He is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as The Executive Guide to Healthcare Kaizen. His most recent project is an book titled Practicing Lean that benefits the Louise H. Batz Patient Safety Foundation, where Mark is a board member. Mark is also the VP of Improvement & Innovation Services for the technology company KaiNexus.

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