What Bad Managers, Good Managers, and Great Managers Do
Today's post is something that I wrote for a broader LinkedIn audience, but might have meaning and significance to my Lean readers:
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?