“Learning to Lead” sounds like it could be the title of a book about Lean management. We're learning how to lead people, to lead improvement, to lead organizations. You might say we're “practicing leadership,” myself included.
A few things jumped out from an article and an NPR interview with Mattis that made me think about Lean and the challenges we face in various workplaces. As I shared on Twitter:
Gen. Mattis: “Yet over the course of my career, every time I made a mistake–and I made many–the Marines promoted me. They recognized that these mistakes were part of my tuition and a necessary bridge to learning how to do things right.” https://t.co/8tvR4wtxdQ— Mark Graban (@MarkGraban) August 28, 2019
As Mattis wrote in the WSJ, the longer version of what I tweeted:
“The Marines are bluntly critical of falling short, satisfied only with 100% effort and commitment. Yet over the course of my career, every time I made a mistake–and I made many–the Marines promoted me. They recognized that these mistakes were part of my tuition and a necessary bridge to learning how to do things right. Year in and year out, the Marines had trained me in skills they knew I
needed,while educating me to deal with the unexpected.”
There's a lot to unpack there. I think a Lean culture (and leaders therein) are “bluntly critical of falling short” — facts are facts, problems are to be embraced. We'll get nowhere by ignoring or refusing to face up to problems.
That said, Lean thinkers look at systems and processes. Having “100% effort and commitment” might be helpful, but insufficient for success.
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But Mattis writes about not being punished for mistakes, which I think is really powerful. We can try to error proof processes, but maybe we can't “mistake proof” bad decisions, when people are doing the best they can given their situation, training, and leadership support.
Mattis wasn't left to flounder, he was given training and education, but “dealing with the unexpected” means that mistakes will occur.
I think a Lean culture promotes the idea of making small mistakes. It's better to fail early, when the stakes are low, in the design of a new process or a physical space. Lean design concepts like cardboard prototypes of workspaces mean that we can learn from mistakes when making changes is relatively easy and inexpensive. We want to make sure we're truly learning from mistakes instead of making the same mistakes over and over.
Healthcare, sadly, has a tendency to punish people who make mistakes.
Mattis also shared an example about a leader who was alienating people:
“I served with a brilliant admiral from a European nation. He looked and acted every inch the forceful leader. Too forceful: He yelled, dressing officers down in front of others, and publicly mocked reports that he considered shallow instead of clarifying what he wanted. He was harsh and inconsiderate, and his subordinates were fearful.”
Lean leaders don't yell, mock, or dress down. If a leader disagrees or needs to address a problem, they can do so respectfully. Lean works against the old “culture of fear” that Dr. Deming and others have warned us against.
I'm unfortunately reminded of the old leadership style that was still there when I worked at GM in 1995, as I've blogged about here:
Instead of “beating down” on people, we need to collaborate in a way that lifts them up. General Mattis writes:
“I called in the admiral and carefully explained why I disapproved of his leadership. “Your staff resents you,” I said. “You're disappointed in their input. OK. But your criticism makes that input worse, not better. You're going the wrong way. You cannot allow your passion for excellence to destroy your compassion for them as human beings.” This was a point I had always driven home to my subordinates.
“Change your leadership style,” I continued. “Coach and encourage; don't berate, least of all in public.”
Mattis was correct, but telling somebody to change (even if you're their leader) doesn't mean they will necessarily choose to change. That's an important lesson from “Motivational Interviewing” — and you can check out a webinar I'm presenting on Thursday (actually, it will be rescheduled to October due to some hurricane-related travel delays) and another webinar next week that I'm hosting with Mark Valenti doing the presenting.
But he soon reverted to demeaning his subordinates. I shouldn't have been surprised. When for decades you have been rewarded and promoted, it's difficult to break the habits you've acquired, regardless of how they may have worked in another setting. Finally, I told him to go home.
Old habits are hard to change, that's for sure. I see this in healthcare organizations far too often (a bullying or demeaning style of leadership that's only been reinforced over decades).
Here are some other interesting comments from Mattis, as interviewed by NPR:
“Mattis says that when he was a senior military commander, “I didn't expect to be obeyed, but I expected to be heard.”
That, in a way, makes me think of the quote from Gary Convis, a former Toyota executive, who was taught to “lead as if you have no authority.” That means engaging and collaborating in a way that's more constructive than barking orders.
I can't find the text of the audio I heard where Mattis quoted Einstein in talking about the importance of defining problems properly and getting alignment on that before going into solutions (which reminds me, again, of Lean thinking and problem solving):
“If I had only one hour to save the world, I would spend fifty-five minutes defining the problem, and only five minutes finding the solution.”
It's said that Einstein didn't really say that.
President Abraham Lincoln allegedly said something similar:
“If I only had an hour to chop down a tree, I would spend the first 45 minutes sharpening my axe.”
A quote that I think is legit is from Charles Kettering, the famed GM engineer:
“A problem well-stated is half-solved.”
Recently, I've been coaching some improvement efforts in a health system's ambulatory surgery center. Their aim and mandate was to improve the patient experience (in a way that would hopefully be reflected in patient survey scores).
One role that I played (and I think was an important one) was to be mindful of when individuals or teams were jumping into solution mode prematurely.
“What problem are we trying to solve?”
I find myself saying that a lot. We spent more time on defining the problem and understanding the current state — understanding the real reality — than the organization might have otherwise. But, that investment paid off in terms of better countermeasures that had more support from the staff and leaders who had been engaged in the discussion along the way.
I don't know if I would label General Mattis a “Lean leader” — what does that matter, anyway? He seems like a great leader and a principled leader… and we need more of that.