by Mike Orzen
“Over time I’ve come to realize that engaging in this problem-solving process is actually the highest form of respect….The manager truly respects the employee’s knowledge and his or her dedication to finding the best answer….Only by showing mutual respect-- each for the other and for each other’s role-- is it possible to solve problems, make work more satisfying, and move organizational performance to an ever-higher level.” --Jim Womack, Gemba Walks, Expanded 2nd Edition, p. 5
At every organization that has embarked on a lean transformation, managers are well aware of the need to “show respect” for their people. In fact, respect for people is one of the pillars of the Toyota Way. Thus, when asked, lean managers will tell you that “employees should be treated fairly, given clear goals, trusted to achieve them in the best way, and held accountable for results,” writes Jim Womack, lean management expert and founding CEO, Lean Enterprise Institute (LEI).
But simply the executive or manager’s showing this level of basic respect to employees falls short of the standard of leading with respect required of the Toyota Way. It’s no secret that in many organizations, leading with respect remains a challenging-- and often neglected-- aspect of their lean transformation.
“The lean community was quick to embrace the tools of continuous improvement, the other pillar of the Toyota Way,” observes Mike Orzen, president of Mike Orzen & Associates, a consulting firm in Oregon City, OR. “Organizations typically built the muscle around continuous improvement, but unfortunately, many companies have not seen the sustained gains as a result.”
The workshop is designed to give senior leaders, managers, improvement leaders, lean champions, and continuous improvement practitioners the tools they need to apply seven lead-with-respect practices in their daily work:
1. Go and See for Yourself: Basic to any lean manager’s role is the gemba walk, a foundational practice that remains the basis of showing respect and achieving genuine understanding. The leader needs to observe first hand the work environment, processes, products, and services, as well as the obstacles people face every day.
2. Creating a Meaningful Challenge: The “challenge” here is about highlighting specific improvement dimensions in any job.The act of challenging brings an influx of energy and constructive tension to get teams focused on the right problems they need to solve.
3. Effective Listening: Listening means understanding the point of view of the employee as well as the obstacles they face.
4. Teaching and Coaching: The heart of people development in lean is problem-based learning. Developing mutual trust in problem-solving builds respect. Problem-solving can be taught and once learned, can generate real behavior change and higher levels of performance that help sustain the lean transformation.
5. Supporting Others: Both visual control-driven kaizen and improvement-driven kaizen need to be supported by management stepping in and showing an interest by highlighting problems and clearing obstacles, as well as recognizing and reinforcing employees’ efforts.
6. Fostering Teamwork: Teamwork means respecting others’ opinions and embracing shared objectives. It also means being able to separate the individual from the problem-- being tough on the problem without placing blame so that a genuine win-win outcome can emerge.
7. Learning as a Leader: Learning means leaders discern new ways to see the business so that, in solving detailed work problems, they learn to see and discover what topics matter most to the business’ future development. Leaders learn to appreciate others’ experience and perspectives and discover what others have to teach them.
A key element of leading with respect is the need to create a challenge for employees, Orzen says. “People need to identify with a meaningful goal that they can work toward each day when they come to work. Managers need to challenge people to use their minds and their problem-solving skills.”
Equally important to creating a challenge is the need for managers to develop listening skills. “If managers practice listening skills, people start to feel that their voices are being heard,” Orzen says. “Effective listening on the part of the manager starts to trigger a change in the way people act. Most people behave and act the way they are treated. Ideally, we want all of these seven practices to become daily behaviors.”
Orzen says lean leaders have two jobs: to get results and to develop people. “The latter challenge is very difficult if the element of respect isn’t there,” he says. “If you haven’t applied these seven practices, you probably have only the façade of lean, because you will lack the level of engagement and accountability needed for lean to fully succeed.”
For employees, true accountability means more than their simply feeling that they may get blamed if a solution to a problem fails. “Real accountability is self-owned, self-assumed,” Orzen explains. “If you have trust, people will pick up the mantle of accountability themselves. People get a tremendous sense of pride and self-confidence when they are able to use their brains to think of better ways of getting the work done. They start to feel really good about their work.”
For many organizations, achieving this level of respect and engagement with employees will require managers to renew their commitment to lead with respect, and to become more focused on developing employees’ skills as problem solvers.
“Some people think respect for people is being polite and courteous, but we’re not talking about being nice,” Orzen says. “This is about the organization being successful. Leading with respect is not a soft skill.”
Keep Learning …
Learn more about how the practical, in-depth training of the Lead with Respect workshop will help you and your organization advance from just showing respect to actually leading with respect.
With a consulting and coaching career spanning more than 20 years, Mike Orzen has gathered a unique blend of lean, IT, healthcare, and operations experience that he uses to coach organizations pursuing enterprise excellence. His personable approach and people-first philosophy has inspired leaders and empowered workforces to successfully apply conscious awareness, lean management, and enterprise excellence practices in many complex work environments.
He is the co-author of "Lean IT: Enabling and Sustaining Your LeanTransformation," winner of a Shingo Research Award, and "The Lean IT Field Guide." He holds degrees from Stanford University, the University of Oregon, and is certified in management accounting, production and inventory control, project management, Agile, and Lean IT. Mike teaches with LEI, the Shingo Institute, and The Ohio State University Fisher School of Business. He helps companies on lean journeys through Mike Orzen & Associates. Connect with him at email@example.com.
Douglas Bartholomew is a journalist specializing in manufacturing, information technology, and finance. A former senior technology editor and IT columnist at IndustryWeek magazine and senior writer at InformationWeek, he has written extensively for a variety of manufacturing publications and online sites. Most recently, Bartholomew’s cover story on biosimilar manufacturing appeared in Pharmaceutical Manufacturing magazine, and he has researched and written numerous articles for the Lean Enterprise Institute site, including case studies of lean transformations at Menlo Worldwide, Fedex Aircraft Maintenance at LAX, Chula Vista city government, Aera Energy, O.C. Tanner, and Autoliv. He also was editor of the 2012 Machines Italia magazine for the Italian Trade Commission.