Successful Supervisor 49 Getting to a Lean Culture

October 22, 2017

The Lean Thinking program is an outgrowth of the Toyota Production System that was developed in the early 1990s.

Many organizations combine the concepts of Lean Thinking and Six Sigma into a single thrust they call “Lean/Six Sigma.”

My preference is to think of these initiatives separately, since they were derived by different groups at different points in the evolution of improvement efforts and have vastly different tools and objectives.

It is true that you can combine staff groups to go after the gains of both programs in one thrust, but I prefer to keep them separate.

For supervisors, it is important to understand what Lean Thinking entails and how to manage a process to eliminate all waste. There are numerous techniques and tools for doing this, and I will discuss a few of the main ones later in this article.


First, let’s contrast six sigma and lean in terms of their objectives. The primary objective of six sigma is continuous improvement toward process perfection. The objective of “Lean” is the relentless quest to eliminate all waste (or MUDA, which is the Japanese word for waste).

When we think of waste in our personal life, it is all about the stuff that gets thrown away. In the “Lean” lexicon, waste takes on a much different perspective.

In lean programs, we work on seven different types of waste simultaneously, and only one is the stuff that goes in the garbage can. Here are the seven types of waste.

Note the common way to remember the seven types of waste is by the acronym TIM WOOD.

1. Transport

Any time we move products or sub assemblies, we are incurring costs and waste that the customer is not interested in paying for. Think of it this way, if you purchase a car, you are not at all interested in the pathway it took to be manufactured.

You are interested that the car is perfect in every way, but do not want to pay extra to have it go to six different cities while it is being manufactured in pieces.

2. Inventory

Inventory is waste because it cannot be sold. It also takes up space, which is expensive to maintain. A good lean program can usually cut the space used to manufacture a product by at least 50% by cutting down on the level of inventory or in-process goods.

3. Motion

Similar to transport, the customer is not interested in paying for the motions necessary to produce a product. If you can combine operations to eliminate motion, you have reduced the MUDA for the entire process.

4. Waiting

Waiting is one of the largest forms of waste for most processes. If you tour through even the best factories, you will see pallets of product waiting to be serviced by the next step in the process.

I recall a Tom Peters program entitled “Speed is Life” where he noted that in an average manufacturing cycle for a product that takes two weeks to complete, there is a good solid 18 minutes of actual work being done on the product.

The remainder of the time is wasted because the product is sitting and waiting for the next operation.

5. Overproduction

If we have customers who want to buy five refrigerators from us today, and we make eight refrigerators, three of them represent wasted effort. There is no immediate demand for the product, so it goes into inventory and becomes a form of waste until there is a demand for it.

6. Overprocessing

This kind of waste is all about the number of process steps that are required to actually make a part.

If you have to pick up a carburetor 12 times in order to assemble all the parts onto it, that is a lot of picking up. Suppose you could reduce the number of times needed to pick up the part to just two. That would save 10 process steps to make the same part.

7. Defects

If a product is defective, it cannot be sold, so it is either reworked (which requires extra resources) or it is discarded (which wastes the materials and labor put in to that point).

This is where Six Sigma and Lean intersect. We want all of our processes to be so perfect that they never produce any defects.

Some of the More Popular Lean Tools

If I were to describe all the tools used in lean thinking, this would be a book rather than an article. Let me focus here on just five of the most useful tools.

1. Process Flow Map

A Process Flow Map is a diagram of the entire process on a large piece of paper.

There are specific symbols that depict the various parts of the process flow and the movement of materials as well as any inventory points. The idea is to allow a team of technical people to actually “see” the whole process and how it works at once.

It is imperative to have a fully trained person actually construct the Process Flow Map, or the whole analysis may be flawed.

There is an excellent book on how to construct Process Flow Maps. It is entitled “Learning to See,” by Mike Rother and John Shook. The book deals with many of the tools to eliminate MUDA and how to use them correctly.

2. Kaizen

A Kaizen is an event that takes place on the process site, where a team actually takes the process apart physically and puts it together in a more streamlined configuration.

There are many techniques used to accomplish a Kaizen, such as “spaghetti diagrams” that trace the actual movement of the process on a diagram.

The caveat here is to not try to perform a Kaizen unless you have a qualified facilitator and really know what you are doing.

A poorly done Kaizen can do a lot of damage. You may be able to take the process apart but fail at putting it back together.

3. 5 S

The process of 5 S is built around five Japanese words that all begin with S.

Seri – Sort
Seiton – Set in order
Seiso – Shine
Seiketsu – Standardize
Shitsuke – Sustain

The idea is to have a place for everything and keep everything in its place.

When you walk into a 5 S operation, it is neat and tidy with everything available but absolutely no clutter to be seen.

4. Poka-Yoke

Poka-Yoke means to make the operation fool proof. If you simply cannot put something together incorrectly it has some good poka-yoke thinking associated with it.

The best example in our personal world is the three pronged electrical plug. There is no way to put it together incorrectly.

When you think of it, we have many examples of good poka- yoke thinking that we use every day from symmetrical ignition keys to USB connectors on computers.

Something that is not poka-yoke is your shoes. It is possible, albeit not comfortable, to put them on the wrong feet.

5. Kanban

Kanban is a philosophy that allows a continuous process while maintaining a minimum of inventory of parts. You work off a two bin system.

You have an active bin where you are drawing parts until it is empty. You then move the spare full bin into place to continue the process, and the empty space (called a Kanban square) is the signal to go get another bin of parts.

Administering Lean

The lean philosophy is a very powerful mindset for any operation. As a supervisor, you must be careful to administer the effort with care and professionalism.

Make sure the effort is well staffed with qualified people. Trying to do lean manufacturing on a flimsy base can produce great confusion and lead to expensive rework and disillusionment among the workers.

Another consideration is that lean efforts are usually being performed while production is still running through parts of the operation. One cell might be down while the work is being done, but the rest of the plant is working.

It takes a lot of coordination and planning to accomplish a lean program, but the result is well worth the effort.

In addition to keeping parts of the process running, the supervisor needs to ensure the safety of all personnel, even though parts of the operation are not in a normal steady state of operation. In general, you should spend as much time planning a lean activity as it takes to actually accomplish it.

Eliminating all forms of waste and using the tools of Lean Thinking allows the supervisor to produce the maximum saleable products in the least amount of time and at the lowest possible cost.

Think of lean as an ideal or state of perfection that you never actually fully achieve. With a philosophy of “continuous improvement” you refine and make the process more perfect every day. The techniques must become a way of life to be able to sustain the gains, but they are well worth the effort.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at, or 585.392.7763

Successful Supervisor 48 Tips to Employ Six Sigma

October 15, 2017

The “Six Sigma” movement grew out of the Total Quality Revolution of the 1990s. It is a mindset to minimize variation in manufacturing or business processes.

The objective is to achieve processes that are nearly perfect, with a statistical approach that achieves less than 3.4 defects per million opportunities.

Having worked in the era of the Total Quality Revolution myself and studied personally with some of the great names such as W. Edwards Deming, Joseph Juran, Brian Joiner, and others, I built a strong foundation of knowledge that supports a six-sigma mindset.

Trying to employ this “profound knowledge” (a Deming phrase) in a real manufacturing environment allowed me to see some precautions or areas where significant care is needed to obtain the full benefits.

This article is written to help supervisors trying to implement a six sigma philosophy in a manufacturing operation. To be successful, one must begin by learning a new way of communicating information about the process.

Learn the jargon, but do not be a slave to it

The whole area of lean six sigma is rife with a special language that practitioners use to communicate with each other but which often confuses people who are less informed.

The processes are really pretty simple and logical, so try to educate people to avoid hiding behind a lexicon of acronyms or mathematical calculations that can confuse mere mortals.

Focus more energy on putting the ball in the hoop than figuring out how many standard deviations the hoop is from the foul line.

1. Understand the Six Sigma issue

The meaning of six sigma is that the process you are running is so close to perfection that it will produce less than 3.4 defects per million opportunities. I am not going to go into the derivation of why that last statement is true (although I do know why).

If you are interested, go look it up. My struggle is that trying to measure either the numerator or the denominator of the equation is nearly impossible.

Just trying to define what a defect is can suck the life out of a technically oriented person. There are numerous different interpretations and lots of papers written trying to identify what a defect is.

If trying to pin down a “defect” is difficult, understanding how to measure what an “opportunity” is can keep you occupied forever.

You not only have to contend with the opportunities you can see and count, but you also need to conceptualize the missed opportunities that did not happen. Trying to understand the true level of opportunities is like trying to find the edge of the earth.

Since the real number of opportunities is infinite, an equation that puts this number in the denominator might drive mathematics graduate students to the local beer garden.

A much better way to think about six sigma is to focus on something other than defects per opportunity. Rather, picture a process so perfect that we just don’t have to think about it ever producing a defect.

We do not need to inspect the part because the process is so robust we never find any problems. As Joe Juran used to say, “You cannot inspect quality into a product.”

2. Support the “Black Belt” Program

The “Black Belt” program is a series of educational milestones that designate the knowledge and experience level of an individual.

A brown belt is better equipped than a yellow or green belt, and a black belt shows mastery level. The benefit of a black belt program is not that we have visible signs of the education level of a person.

What the program produces is a support system for educating people to become proficient with the tools. The stepwise program ensures that you continually invest in educating your people, which is a great way to improve engagement and reduce turnover.

3. Know what you are getting into

Get educated yourself on the philosophy and tools of Total Quality Management. I saw problems crop up when the supervisor was trying to direct traffic but did not understand the tools personally.

Continuous improvement toward process perfection is not a program for amateurs. You can create chaos and confusion if you seek to implement a program that has a lot of bells and whistles but is not grounded in “profound knowledge.”

4. Get real top level support

Make sure top management is truly engaged in the program. If they understand the incredible payback for a six sigma program, they should be easy to convince.

Unfortunately I have seen several instances where top managers give lip service to the program but starve the training or the resources. When that happens, the whole effort becomes a kind of sham where people go through the motions but do not make the gains.

Honor the experts and become a mentor

Most of the gurus of the Total Quality Revolution died in the 1990s. Their work revolutionized the world for the last half of the last century, but the gains can be easily diluted and lost. Implementing a successful six-sigma program takes strong leadership on the part of the supervisor.

There is a significant challenge here for all supervisors.

I once heard Deming express his personal concern that there are not enough leaders coming along to carry on his work. Here is a brief story of that event from my third book, “Leading With Trust is Like Sailing Downwind.”

By 1990, Deming was 89 years old and in failing health. You had to admire this old man with his trademark silver crew cut for keeping up a rigorous teaching schedule, even though he could no longer walk and could barely talk.

A nurse would roll his wheelchair up to the platform, and he would bend over a microphone and speak in a gravelly voice, just above a whisper.

The most poignant part came when he reflected on the gains made by manufacturing over his lifetime and attempted to project them into the future. Deming’s outlook for the last decade of the 20th century was grim. Unfortunately, it was grim for Deming since he died in 1993, but in 1990 the great man had a profound message to the audience of about 400 managers and engineers crammed into the huge ballroom.

At one point, he sat up straight; his voice rose up, becoming strong and clear as he asked, “Where are the leaders going to come from?” He paused and repeated himself, “Where are the leaders going to come from?” Then he said it again and again, gaining in volume and strength with each statement. I remember vividly his fist in the air almost yelling now, “Where are the leaders going to come from?”

People in the room became uncomfortable and started looking at each other. Was the old man insane? Did he need medical attention? What was this all about? His question was crystal clear, but what did it mean? I felt like yelling back, “from over here,” but I held my tongue. Finally, the old man stopped and kind of slumped down again. He muttered some additional points that nobody seemed to hear.

Why was this great man so interested in having the audience think about his question? He obviously knew he was dying soon and was desperately trying to send out a message with all the passion and urgency his feeble body allowed. With all the technology he taught the world for over 50 years, why was he dwelling on this point?

There was a good reason: he was right. Without enlightened leadership, his technology would atrophy and eventually amount to very little. Obviously he was doing everything in his power to get the audience to realize this.

The technological advances brought about by the Quality Revolution were no less dramatic than those of the Industrial Revolution 70 years earlier. For the first time, workers and managers really focused on their processes to identify which ones were in control and which were not.

People started paying attention to data in ways that were robust. Instead of chasing after a trend based on two points of data, control charts helped to identify situations that required explanation versus those that were basically in control.

Deming called this “profound knowledge,” and it transformed manufacturing worldwide for several decades.

As a leader, embracing leadership knowledge and passing it on to the next generation is not an onerous task, but an uplifting way of doing business.

When Deming asks, “Where are the leaders going to come from?” we all need to shout out, “right here!” Unfortunately, none of us in his class in 1990 got that message, and many leaders still don’t today.

Embrace the profound knowledge and pass it on to the next generation with urgency.

The Supervisor’s Role

The supervisor has a key role to play in any six sigma effort. In some organizations, the effort is spearheaded by staff people from a “quality” group.

I think it is fine to use staff people to help with some of the administration, but the passion to drive for process perfection needs to be owned by the line organization actually running the process.

Supervisors need to assume the leadership role in support of the six sigma thrust. When Deming asks “Where are the leaders going to come from,” say “right here!”

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at, or 585.392.7763

Successful Supervisor 47 – Coaching People on Money Problems

October 8, 2017

I am not aware of any individual who has not had money problems at some point in life. One question I ask in all my seminars is, “Show of hands, how many people in this room are making too much money?” I have never had a hand go up.

I do include the tips in this article in my leadership training course, not so much for the people in the classes, but to help those people advise their workers and their children.

We Know the Rules but Many People Ignore Them

We all know the rules for fiscal wellness and security, and we know for sure the things to avoid doing.

The problem is that once people get to a certain point by ignoring the rules, then life can become unbearable to the point where some people resort to socially unacceptable behavior or even suicide.

The wise supervisor helps people avoid falling into the inevitable traps.

In general, one’s fiscal responsibility is built upon the values that were programmed in at an early age. However, two children from the same family can have very different fiscal values.

We all have values, although many people cannot articulate them. As a starting point for a supervisor, it really helps if you encourage people to clarify and document their values with respect to money. That forms a solid foundation for dialog.

In addition, it is important to select a life partner based on the mutual understanding of values. Most people select a partner and create a life together, which includes raising children, in the majority of cases.

Knowing and stating your fiscal values is a critical element in good parenting.

Below is a list of things to do or avoid to have a good chance at a strong financial position when you retire and beyond. You will recognize them all, but ask yourself seriously whether you or some of your workers are making these mistakes.

1. Credit cards

This is the granddaddy of all financial problems, yet the rule is quite simple. Always pay off the full balance on each credit card in the month it is due.

When you yield to the temptation to buy things on time, it becomes like a giant sucking force that takes you to fiscal ruin in most cases. Once you are caught in the vortex, it is nearly impossible to extricate yourself.

I finally got that message across to one young person when I pointed to a large flat panel television. I said, “I can buy that TV for $150, but if you buy it and pay the minimum each month, it is going to cost you over $400. I don’t know what kind of job you have, but if you need to pay over twice as much for the things you buy, you will always be forced to do without.”

In the age of instant gratification, it is very hard to have the discipline to postpone a purchase until you can afford it. So many people get sucked in, and it is many times more of a challenge to dig out than it is to just wait till you can afford to pay for the item.

As a supervisor, you need to help all people understand the logic of this truth. I also advise that you not offer to help bail out those who are in credit card debt, because their quicksand will immediately start grabbing at your own ankles.

2. Save at least 10% of EVERY paycheck

If you simply keep the discipline to put away 10% of your earnings, eventually you will become rich. Here is the trick to this. Kiss that money goodbye and don’t ever touch it until you are a wealthy person. Some people call this philosophy “pay yourself first.” The cumulative effect of saving even small amounts of money religiously over several decades is the engine that can create generational wealth.

The challenge is getting over the mental hurdle of making $X each payday but only being able to use $.9X. It is a mental exercise. Because we all have money withheld automatically for taxes and Social Security, it is possible to put an additional 10% out of reach, but it takes fortitude to do it.

3. Participate in the 401K plan to the maximum

When you have access to a 401K Plan at work, it is like the government is paying you to save. Of course, you do not get the money up front, but the deferred taxes add up over the long haul. If you have the fortitude to invest in your own future by using this mechanism, it significantly enhances your “nest egg” because you are using pre-tax dollars to build up your assets.

If you do not have a 401K plan at work, start an IRA and put the maximum in that each year.

4. Diversify your financial portfolio

You were probably taught by your parents to “never put all your eggs in one basket.” It is intuitively obvious that diversifying your investments lowers the risk factors associated with different kinds of investments.

It is important to constantly scan your portfolio asking the question of whether you are in the best position for current conditions.

Making small changes frequently to the blend of investments is better than making mega changes hoping to catch a whopper of a deal.

Most people are not skilled enough and do not have the time to figure out the best blend of investments for any point in time, which leads to the next tip.

5. Get a trusted advisor

You must be very careful who you select as a partner with your investments. Many people trusted Bernie Madoff with their investments and lost everything. Another old adage comes into play here: “If something looks too good to be true, it probably is.” Look for a firm that has a long history and an agent with whom you can talk with openly and that you trust completely. Beware of hucksters that promise unusually high returns with low risk.

Look for an individual who will probe deeply into your financial profile and risk tolerance and set up a system that is made just for you. Monitor all transactions and discuss the logic with your agent often.

Some Philosophical Ideas

Keeping out of financial trouble is possible if you follow the rules above, but there are also some thinking patterns that can help keep you fiscally strong.

1. Act and think like you are poor, and you will become rich

This idea is just a different mindset. You know that you have enough money to buy a fancy boat, and yet you don’t buy one because you are pretending you cannot afford it.

There are thousands of temptations in life, and if you yield to them you will drain your resources down quickly. You do not have to starve yourself of all indulgences to the point that you live like a monk, but it is important to never touch your “nest egg for the future.” Spend on the things that are important to you and let the trivial or tempting go.

2. Own your dwelling as soon as possible

Paying rent to have a roof over your head is necessary at some points in your life, but you should not make it a long term philosophy. In the final analysis, it is usually better to own than to rent your abode.

There are many different life and financial circumstances in which renting can be the better option, especially if the living situation is short term. The rule to own your home whenever possible needs to be tempered with the specific situation, and a good financial advisor can be helpful for specific advice.

Paying for a mortgage so you eventually own your home “feels” the same as paying rent, but there is a huge difference. In the former case you are building up equity, so eventually you have something to show for the monthly payments instead of a bunch of cancelled rent checks.

My father taught me to think of it this way. When you are paying rent, you take money out of your pocket and put it into the pocket of the landlord. When you pay a mortgage payment for a house, you take money out of your pocket, but actually put some of it back into another one of your own pockets.

3. Think about family size

There are no right or wrong answers to how many children to have. Each couple will decide for themselves, but do recognize that it is expensive to have kids. If you add up the cost of having a child these days, it is estimated that before that child is out on his or her own, the out-of-pocket cost to you will be over $250,000 BEFORE you add in the cost of a college education.

4. Don’t pay extra for frills you don’t need

Some people buy the top-of-the-line model of everything. For example, they will buy the high end washing machine for $1200 even though the standard version for $700 will be perfectly adequate to clean their clothes.

Recognize there is a hefty premium price at the high end of any product line. This is because the manufacturer knows some people will pay an exorbitant price to get the best there is, so they make those people shoulder a huge markup.

Use Common Sense and Discipline

Using simple common sense and having the discipline to postpone or skip some purchases that would be nice to have are the best approaches to financial security.

You probably already knew everything in this article, but some of your employees or perhaps your adult offspring have not fully understood the significance of these concepts.

Do them a big favor and print out this article for them to read. It may help them live a more comfortable life, and perhaps even have some money to pass on to future generations.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at, or 585.392.7763

Successful Supervisor 46 Mastering Work Life Balance

October 1, 2017

One of the most vexing problems faced by supervisors is the issue of work-life balance. Dedication to job and career is a critical element for any supervisor, and since the number of issues that need attention is seemingly infinite, there is a tendency to work too hard and too many hours.

This article will share some ideas that may be helpful at creating a better balance.

Keep Things in Perspective

It is easy to lose perspective and let work issues become an overwhelming commitment of your time. Actually, I believe it is a form of addiction that sneaks up on you when you aren’t looking.

It is all very well intended at first, but if left unchecked, it can take you down a dangerous road that can rob you of a vital part of your life. Here are some tips that may be helpful to remember.

1. Pay attention to what is going on

We can get sucked into a life of continuous overwork without even realizing it.

Recently I found myself way overloaded and quit a job when my employer proposed to double my already oppressive workload without any additional form of compensation.

The shock of it made me realize that I had long ago crossed the line of the work I am prepared to do for the benefits received. If I had not been shocked into that realization, I might still be working there.

The lesson is simple, but difficult to do. Take stock every year of the amount of time you are devoting to work and ask if it is reasonable. If not, take steps to correct the problem.

2. Don’t let them nibble you to death

If you are working 55 hours a week, it is easy to get you to extend to 57 hours. If you are working 80 hours a week, then 82 hours seems not so much of an added burden.

The way to prevent this kind of “scope creep” is to put a Stop Loss on your situation.

A Stop Loss is a term used in the stock market where you put in an automatic sell order in if the stock reaches a specific level. This rule helps you avoid a catastrophic loss when your attention may be diverted.

The equivalent of a Stop Loss with time spent at work might sound like this, “I realize there will be peak times at work where I need to put in more time in a particular week, but if it ever reaches XX hours a week, I am going to refuse the work.”

3. Go offline

Easy access to the internet has made it difficult to get away from work. Set some boundaries for when you are not accessible (even by phone) and stick to them.

If you consciously manage time for your personal life, then you will find it much easier to have one. If you ignore the issue, then you will likely slip toward overload a little bit each year until work squeezes out the vitality of life.

It is not uncommon these days to see a family huddled around the dinner table where everyone is looking down at their PDAs. It is equally common to have some members of the family texting each other rather than speaking out loud.

Try to avoid using devices during family time and actually speak to each other verbally. Kids may have a hard time with this one, but you may be able to hold a rule.

4. Don’t work when you are resting

We all need good interrupted sleep each day to be able to perform at our best. Shut off your phone ringer when you are sleeping and just let it go.

Supervisors do understand the need to rest, but sometimes they feel the world will quit turning if they are not personally involved in every action. If you allow abuse of your rest time then people will have no compunction about calling you at all hours.

The other half of this equation is that you need to delegate and have faith in others in your group to carry on without you when you are unavailable.

If you insist on being involved in every decision, not only are you failing to develop and trust your people, but you are losing a lot of sleep.

Make Sure You have a Variety of Interests

It is easy to become so fixated on work that other parts of our life are squeezed out. The antidote to this problem is to maintain a variety of interests and intentionally carve out time to feed each of them.

Sometimes it feels like if you could just focus exclusively on work, then you could get it all done. Unfortunately, this is a trap. The work is infinite, if you let it be. Here are some tips to keep you well rounded.

1. Give family issues a high priority

At the end of your life, you will not be counting the number of 90 hour work weeks you put in, or even what you accomplished with all your dedication.

You will be thinking about the times you spent with family and friends, because those are the real meaning in our lives. Make sure you have at least one trip a year away from the hubbub of everyday life at work.

Make sure you participate in the activities of your kids and spouse. Sometimes you need to manage the time carefully, but it is important to participate.

2. Find ways to give back to your community

There are an infinite number of opportunities for you to help out other people. Find the equation that suits you and that you feel good about. I call this element your “give back ratio.”

You need to calculate how much time you are putting in exchanging your talent for money and how much time you are giving back to others.

There is no right or wrong answer to the calculation, but you have to ask yourself seriously if you are satisfied with your personal numbers. If the give back ratio is way too low, then you need to find ways to change it.

The same concept holds regarding money. You need to figure out whether you are giving back enough. It is a personal calculation that you don’t need to share with anyone else, but make sure you are in full agreement with your conscience.

3. Have a hobby that you really love

To fully get away from work, it is not enough to just turn off the phone. You need to find an activity that you enjoy so much that you become refreshed when you do it.

For me, mowing my lawn was always a great escape. (That may sound odd to some, but it is true.) Yard work for me has always been a way to get exercise while doing something that has an immediate payback.

It does not even need to be a physical release for you to benefit. Some people like to paint, or write, or sing. The idea is to have a few personal passions that you can indulge in to provide a balance from the constant grind of the job.

4. Make work into play

The old adage says, “If you love what you do, you’ll never work a day in your life.” I can mostly subscribe to that logic, although even if you love your work it can become a bit too much at times.

The basic idea is to find work that is intrinsically fun for you as well as challenging.

I know a CEO who calls this aspect her, “pants on fire – can’t wait to get to work” attitude. She works very long hours but has a ball doing it on most days. In fact, she has made “fun” one of the core values of her company. There is nothing wrong with that, because her company is incredibly successful.

Remember to Keep Yourself in Control

The bottom line of this article is that you need to be responsible for the balance in your own life. Don’t complain and grumble about the constant pressures of work crowding out the value from your life. Do something about it!

The world (and your boss) will gladly accept all of the “nose to the grindstone” work you are willing to put in. Just make sure you don’t grind your nose totally off!

Use the tips above to balance your life, and you will have many more fond memories when you are older. As a side benefit, you will likely live longer.

Recognize also that there are phases in life, and seek to manage your life for a good balance in each phase. You will likely ratchet up the percentage of time volunteering after you retire, for example, and that may present another challenge to get the right balance for your life.

In each phase of your life you need to test frequently if your various activities are in a healthy equilibrium.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at, or 585.392.7763

Successful Supervisor 45 – Negotiating for Success

September 24, 2017

Supervisors do a lot more negotiating than they may realize. My observation is that supervisors negotiate all day every day.

If you want to be a more effective supervisor, study up on your negotiating skills.

For most supervisors, negotiations usually involve resources. Obtaining the right level of staffing or a specific piece of test equipment would be typical negotiation discussions.

Also, the budgeting process is always a time of great challenge for most supervisors.

In the day-to-day activities of the operation, getting people to do the right thing at the right time is a form of negotiation challenge. If the standard break time is 15 minutes, how are you going to get people to adhere to the rule?

This article highlights some tips I have learned over the years in courses and in practical applied leadership in a large organization. Before sharing some tips, let me dispel a myth; negotiating is not a win or lose situation.

Great negotiators realize that to reach an agreement, both parties need to believe the deal in question is better for them than no deal at all. Both parties must “win” to have a successful outcome, although both individuals may not get everything they wanted.

Basic Negotiation Principles

The objective of any negotiation is to reach a fair deal that is not abusive to either party, and it is accomplished by a process of discovery and revelation.

Let’s first look at a few basic principles and then describe some of the more popular negotiation tactics and their countermeasures.

1. You have more power than you think you have

Human beings have a habit of undervaluing their hand and overvaluing the hand of their opponent. Information is power in any negotiation, so seek to understand as much as possible the forces that are putting pressure on your opponent.

Withhold some of the critical points about your own situation so the other person is not aware of your constraints.

For example, if you share a time constraint that you need an agreement by the end of the day, your opponent can use that pressure to make you compromise just before quitting time.

Know as much about your opponent’s constraints as you can; and be judicious with sharing things that are impacting you.

2. Plan your strategy

In any negotiation, if you have a plan you will do better than if you play defense and simply react to the offers made by the other party.

It is amazing how many supervisors will go into a negotiation and simply “wing it” to see what the other person is proposing before formulating an offense.

There is going to be some give and take going on in any deal. Be flexible to move off an original plan if conditions warrant it, but at least have a null hypothesis or case to beat before going in.

3. Leave room for the other person to win

We all know that if we want to sell a car ultimately for $1000, it is best to price it at something like $1300 at the outset. This allows the seller to make some concessions and still arrive at an acceptable end point.

Recognize that both parties will be playing the same game on opposite sides, so test the validity of any offers along the way. Do not take at face value any statement made by the other person. Assume there is a lot more latitude available than the other person is willing to share initially.

4. Identify your “walk away” position and be prepared to use it

Your opponent will seek to maneuver you into a position that may be untenable. Identify beforehand what you are not willing to settle for, and do not budge off that position. The walk away technique is often very effective at gaining a concession.

5. Look for win-win and compromise ideas

Always ask, “What else will do the job here?” This technique is particularly useful when you seem to have reached an impasse.

Simply step back and look at the roadblock from a higher perspective.Often there can be a better solution that has not even been considered.

For example, suppose the supervisor is negotiating with another supervisor trying to transfer a key resource into her crew. The other supervisor is intransigent and the discussion gets heated. The supervisor might break the impasse by volunteering to take on some difficult tasks from her opponent.

Negotiating Tactics

Now let’s take a look at some typical negotiating tactics that people use. View these ideas as both offensive strategies but also be aware that they may be used against you and pay attention to the countermeasures, if you need them.

1. Use of time

Time is the ultimate scarce resource, and smart negotiators use it to gain advantage in a negotiation.

For example, if the supervisor is not having much luck selling her yearly budget to her manager, she might schedule a meeting with the manager to discuss the details.

When she arrives, she could mention that she has set aside three hours to go over the details of the budget for full understanding. This would normally put time pressure on the manager, or he could turn it around to put time pressure on her.

A good countermeasure for time pressure is to reverse the logic. In this case the manager might say to the supervisor, “Oh this is too important to limit the discussion to just three hours; I am prepared to work with you all day, if necessary.”

2. Good guy/Bad guy

This tactic is a version of the good cop/bad cop technique when interrogating a suspect. The bad cop is nasty and aggressive when interviewing the suspect, but the good cop comes in and is much more reasonable and often gains a confession.

Whenever you are dealing with more than one person, be aware of the tendency to use this technique to gain leverage.

The antidote to this tactic is to call the people on it directly. Say something like, “You guys seem to be playing good cop/ bad cop, and that doesn’t work at all with me.”

3. The Bogy

A bogy is a statement that we simply do not have the resources to give, so the point is moot. Suppose a supervisor is approached by a manager who insists that she loan the services of a mechanic for the remainder of the shift.

She could use the bogy and say, “But I only have one mechanic on duty today, and loaning her to you would leave me with no way to fix my equipment.” The implication is that I would like to help you, but the well is dry.

The most common bogy in any organization is the budget. Suppose the supervisor needs a new optical comparator for her inspection operation. She goes to her boss with her request and he says, “I would love to help you, but that is simply not in the budget.”

The countermeasure to a bogy is to point out the reality of a false constraint. The supervisor might say, “I know it is not in the current budget, but we need the comparator to do our job. Besides the budget is just an initial guess we made out at the start of the year. Surely we can move some items around in the budget when we need to, or maybe we have to overrun our budget this year and factor that in next year.”

4. Use of silence

Silence is an effective tactic in any negotiation. In western society, people become very nervous when the other party just stops talking.

We tolerate silence for about 30 seconds and then simply have to fill the void with some words, often they are concessions. If you are at loggerheads with another person, just stop talking and watch the person squirm.

The countermeasure to the silent treatment is to refuse to break the silence. After a while the stress will shift onto the other person.

I used this measure when negotiating with a Japanese businessman, and it worked like a charm. It was his turn to counter offer, but he just stopped talking.

Because I know the tactic, I just sat and looked at him, since it was his turn to speak. At first he thought he had me on the ropes, but after 2-3 minutes of silence, he realized I had out-silenced him and he made the concession.

Try this little trick with a car dealer sometime. It’s a riot, and it really works. Very few people can make it beyond one minute of silence.

5. Breaking an impasse

You will occasionally reach an impasse situation where it seems there are no further options. When this happens, simply change the time shape of money.

We are used to the logic in everyday life but often forget the tactic at work. You say “I cannot afford $10,000 for that car.” I ask if you can afford $5,000 and you agree to that figure. So I counter with “OK let’s do $5,000 now and $1,000 a month for 5 months.”

These are some of the more common negotiation tactics and the countermeasures. Make sure you are alert to when others are trying to use these on you and do hone your skill at using them effectively yourself.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at, or 585.392.7763

Successful Supervisor 44 – Managing Change for Results

September 17, 2017

John F. Kennedy once said,

“Change is the law of life. And those who look only to the past or present are certain to miss the future.”

In any organization, change is a given, so every supervisor has a choice: she can either choose to endure the changes or she can learn to manage the changes in order to thrive.

This article is about the tools needed to manage change in a proactive and pragmatic way.

For the supervisor the challenge is to not only learn to manage change in her own mind but also teach the people who report to her how to deal with change.

Simply stated, there is no option to avoid change, but there are effective ways to deal with it. The following tips are things that I find helpful when teaching leaders to manage change.

1. Help people understand the need for change

The best way to describe this tip is the old “boiled frog” analogy. If you place a frog into boiling water, it will feel the heat immediately and jump out. But, if you put a frog into a pan of cool water and slowly heat it up, the frog will sit there and boil to death.

It becomes used to the heat and cannot feel the danger until it’s too late. Good supervisors make sure that people feel the “heat” early enough.

2. Communicate a compelling vision of the future

It is incumbent on the supervisor to not only let people know they will be better off once they reach the vision but that it is worth the effort to get there.

In other words, if the supervisor extols the benefits of the view that awaits from the top of Mount Everest, but fails to generate enough enthusiasm to make the arduous climb worth it, the vision is worthless.

I wrote in one of my books that

“Leaders are the artists who paint the vision of the future on the canvass of today’s paradigm.”

This means that not only must the image itself be compelling but the supervisor must paint a pathway to the future to make it real.

3. Build an environment of TRUST

Supervisors interact with many people and build trust-based relationships with each of them. Trust between people can be compared to a bank account, where actions consistent with shared values represent deposits and inconsistent actions represent withdrawals.

Every action, word, or decision between individuals either adds to or detracts from the balance. It is a very sensitive system that can be affected even by subconscious thoughts or small gestures.

Making small or medium deposits is easy, but large deposits are rare. I advocate a four-step plan to build trust with people that I call “reinforcing candor.”

a. Start by laying a firm foundation with your team. Identify the values of your group along with a clear vision, behavior expectations and strategic plan.

b. Encourage people to tell you any time they believe your actions are not congruent with your foundation.

c. Reinforce them every time they do it, no matter how challenging that is. Make them glad they told you about it.

d. Take appropriate corrective action or help people think through the apparent paradox.

4. Value diverse opinions

People closest to the work generally have the best solutions. Supervisors need to tap into the creative ideas of everyone in the organization to allow successful change initiatives.

This also allows people to “own” the change process rather than perceive it as a management “trick” to get more work for less money.

5. Ability to accept risk

No progress is made without some kind of risk. As a supervisor, you need to empower people so they feel free to try and not get squashed if they fail.

Tolerate setbacks along the road to success and don’t lose faith in the eventual outcome.

Try to manage the risk so the consequences are minor, if failure occurs. For example, have a back up plan in place for changes that involve risk.

6. Build a reinforcing culture

Many groups struggle in a kind of hell where people hate and try to undermine one another at every turn. They snipe at each other and “blow people in,” just to see them suffer or to get even for some perceived sin done to them. What an awful environment to live and work in, yet it is far too common.

Contrast this with a group that builds each other up and delights in each other’s successes. These groups have much more fun. They enjoy interfacing with their comrades at work. They are also about twice as productive!

You see them together outside work for social events and there are close family-type relationships in evidence. Hugging is spontaneous.

Let your reinforcement be joyous and spontaneous. Let people help you make it special. Reinforcement is the most powerful elixir available to a supervisor.

Don’t shy away from it because it’s difficult or you’ve made mistakes in the past; embrace it.

7. Integrate new methods into the culture

Document new procedures in a user friendly way; avoid long complex manuals that nobody has the time to read. Have a check list for new employees and make sure they understand the culture. Reinforce consistent behaviors.

8. Foster constancy of purpose

Effective change programs require constancy of purpose. Avoid the “flavor of the month.” Expect setbacks as part of the process and don’t jump ship to a new program when things get rough. Don’t call it a “program”. Instead refer to it as our culture.

9. Understand the psychology of change

If you think of change as a system, you can help people through the process more quickly. Recognize there will be times of confusion or anger, and use the energy to propel the process forward rather than slow it down.
I favor using the Kűbler-Ross Model of the five stages of grief to help teams move through the phases of dealing with change. The stages are:

1) Denial,

2) Anger,

3) Bargaining,

4) Depression, and

5) Acceptance.

I have found that using this model to explain why people are struggling at times with a change helps them move toward acceptance much faster.

Being a supervisor carries a mandate that you help manage the change process so improvements can be made without having the people become dysfunctional in the process.

It is your responsibility to accomplish change on a frequent basis. Using the nine tips above will make it possible for you to excel at this critical leadership skill.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at, or 585.392.7763

Successful Supervisor 43 – Onboarding Tips

September 10, 2017

Think back to the day you took your first job. It makes no difference what the nature of that job was.

You had to go through an acclamation process when joining the new entity. If you are like me, you remember a lot of detail about those first few hours.

It is similar to when you meet a new individual for the first time; you make an initial judgment very quickly.

Malcolm Gladwell in his book “Blink” describes human ability to put together a mosaic of “Thin Slices” of data to form an initial conclusion about a new environment. Malcolm says people can form an initial judgment in three seconds.

The first few hours of a person’s employment are pivotal for good contact and information sharing. It is really up to the supervisor to manage the transition process so the employee gets off to a great start.

The remainder of this article contains some tips that may be helpful for supervisors to consider.

1. Outline duties and goals

The new employee needs to know precisely the goals of the organization and what he or she is expected to do. It is amazing that many supervisors give kind of a vague description of what is done in their area and expect the new employee to pick up his or her specific contribution almost by osmosis.

A hands on tour and discussion with existing employees is often helpful right at the start.

2. Make it a formal process

Since the new person is, hopefully, going to be an important part of the future of the team, it is worth it to invest in some organization of information for the start of this relationship.

I do not advocate scripting every word that is said or making a video introduction by the most senior person, but it is good to think through and outline the points to cover during orientation.

3. Don’t be Boring

So many organizations make the mistake of sitting new employees down in front of a “trainer” for several days, and the trainer works off a script or set of PowerPoint slides.

After about the first 30 minutes, the new employees are bored to tears and not paying any attention to the information being given. What a horrible way to begin a new relationship with employees.

4. Describe your culture and the most important points to remember

Culture is how the organization thinks and acts as a whole. Make sure the new employees fully understand how they will interface with their new peers, customers, suppliers, and management.

You might even make up some brief role play activities that illustrate these important concepts.

5. Encourage questions and be transparent

New employees are usually a little shy about asking questions. They don’t want to appear to be dumb by asking questions that would be obvious to seasoned employees, so they may be a bit hard to draw out.

Having a set of “Frequently Asked Questions” is a good way to get some information transferred and to get the new employees to open up and realize that the only dumb questions are the ones they are too shy to ask.

6. Explain the Values

The most important thing for the new employee to pick up is the values for the organization. I know several organizations that spend significant emphasis having the CEO explain the values in detail and share some stories on how the values are put into practice in daily activity.

I think it is also helpful for the supervisor and some other employees to share what the values mean to them personally.

7. Do Some Experiential Training

Don’t let new employees sit around all day listening to a stream of managers. Build in some time for people to interact with other workers and just talk.

The general rule is to have not more than 30 minutes of training time without some kind of a mental break.

Include practice time outside the classroom to break up the time and give people some variety.

8. Ask the employees what additional points they want to cover

Getting the trainees involved in selecting the content is a great way to keep them engaged in the process. Since the trainers are intimately familiar with the jargon of the organization, it is not uncommon for new recruits to be in a total fog with the unique acronyms that seem obvious to the trainers.

I recommend that each new employee be given an alphabetized list of acronyms used by the organization. Once you start listing the acronyms, you will be amazed how many there are.

I recall joining one organization and was quite confused about what they were talking about for several months.

9. Include on the job, hands-on training

It is one thing to sit in a conference room and listen to the functions being described by a trainer and something completely different when actually performing the tasks.

I like to assign a “work buddy” for several days or weeks so the employee can perform tasks under the watchful eye of a seasoned veteran.

Make sure the new employee not only knows the goals of the organization but is familiar with how progress toward those goals is measured. Have the new employee sit in on a formal progress review, if possible.

All of these suggestions seem pretty logical, but you would be amazed how few organizations do a great job with bringing new talent onboard.

Since the employees, and how they perform, are really the lifeblood of any organization, skimping on their initial education makes no sense at all.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at, or 585.392.7763