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 can also read this on Medium.com.
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.
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:
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?
Mark Graban
Mark Graban is an internationally-recognized consultant, author, and professional speaker who has worked in healthcare, manufacturing, and startups. His latest book is Measures of Success: React Less, Lead Better, Improve More. He is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as The Executive Guide to Healthcare Kaizen. He also published the anthology Practicing Lean that benefits the Louise H. Batz Patient Safety Foundation, where Mark is a board member. Mark is also a Senior Advisor to the technology company KaiNexus.
The LinkedIn piece has now been read over 82,000 times… wow.
Here is an email that I received from somebody who read this article:
The article has now been read over 145,000 times. Again, wow.