Creativity: Seven Pathways

October 28, 2023

I read a quotation in a student paper a while ago that was interesting. “Demanding creativity is like yanking on a seed to pull out the flower.” The optics in this quote really work for me.

I have been referred to as a creative person, and I even won an award for it once. If you stand over me with a scowl on your face, my creativity will dry up. It is like a drop of water in a red-hot frying pan.

Most people have a creative side that can be brought out if properly nurtured. The benefits of creativity and innovation are well documented. Unfortunately, while all leaders yearn for higher creativity, their behaviors often squash it.

This analysis provides some pathways to encourage more creativity that are simple and powerful. Here is a list of seven ways this can be accomplished:

1. Let people play – Natural creativity is closely linked to the concept of play. Just observe children who are about 3 years old. You will see some of the most creative people on the planet. Reason: The world has not yet taught them that certain things are impossible. They see clearly with their imagination and try everything.

2. Give them the tools – We typically use “Brainstorming” to get creative at work, yet the technique has been so watered down over the decades. Since it was invented, it has lost most of its potency. Put Brainstorming on steroids using Morphological Analysis. That is a technique where you put dissimilar concepts on two axes. Then, you brainstorm ideas at the intersections of the resulting matrix. The process forces the mind to conjure up connections that we habitually ignore.

3. Do not legislate – You cannot force creativity. By trying to nag people into getting creative, you can actually reduce the chances for novel ideas. Most people are more creative at specific times of the day. Allow people to pick the times when they experiment with new ideas.

4. Create an environment of innovation – This is done by encouraging people to tinker. Reward them when they come up with unusual approaches. If leaders in the organization overtly promote creative behavior, then it will spread.

5. Measure it – The old adage of “what gets measured gets done” is true for innovation. The measure can take the form of documented new procedures, patents, new product announcements, and many other forms. I once knew a manager who found a creative way to measure creativity. He placed a cork bulletin board in the hall with a fence around it. The sign on the board read “Sacred Cow Pasture.” Then there was an envelope full of silhouette cows made of different colored construction paper. Workers were encouraged to uncover a sacred cow, write it on the cut-out and pin it in the pasture. The management team would then set about eliminating the sacred cow.

6. Reward good tries – Not all ideas are a smashing success from the start. Leaders need to encourage people to try, even if there are failures along the way. The failures are really successes because they uncover other ways it will not work. This process points the direction to what eventually does work. Thomas Edison had to find nearly 10,000 things that did not work before he figured out the electric light. That kind of deep curiosity and dogged determination need to be rewarded. Impatience and a short-term mindset are the enemies of innovation.

7. Brag about your innovative culture in public – Point out the great creative work going on in all areas of the organization. People tend to get more excited about it. This leads a dramatic increase in innovation similar to spontaneous combustion in a pile of tinder.

The secret to innovation and growth is to develop a culture where creativity is nurtured rather than forced. Follow the seven tips above, and soon your organization will be known as one of the most innovative ones around.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind. 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 http://www.Leadergrow.com, bwhipple@leadergrow.com




Leadership Barometer 205 Monitor Stress Levels

July 19, 2023

Every leader should have a “check engine light” to monitor stress levels. To say that leaders have been under unusual stress over the past three years would be a huge understatement.

The function of a check engine light

When something is wrong with the engine in your car, it is not always evident to you.  The car seems to be performing normally. There is a problem lurking under the hood that will eventually need attention. The check engine light comes on so you can get it checked out before a catastrophic failure occurs.

My own experience

For a couple of years in my mid-career, I was dealing with too many stressors in my life.  My parents, who lived three hours away, were elderly and needed attention every week.  My workload just went up by 30% as I inherited three large departments making a total of twelve reporting to me. There were some health situations in my family that were scary. My home needed some repairs and a fresh coat of paint, but I had no time.

I honestly did not feel as though the stresses were too much for me to handle. I was “toughing it out” on a daily basis. Then, one morning after eating a bowl of cereal, I stood up and collapsed onto the floor. Later that day I checked my blood pressure at a health station at work. It was off the charts.

How I monitor stress levels

I started using blood pressure as a surrogate for my own check engine light.  I read my pressure several times each morning. I throw away the high number and the low number and average the rest.  That becomes a point on a graph that I have been maintaining for over 20 years.

Over 90 percent of the time I am within a small range in good control.  Occasionally, for no apparent reason, the chart will bounce up to an abnormal range for several days.  I am not aware of anything driving the change, but because of the signal, I can investigate.  Usually, I can identify the source of additional stress and eliminate it.  For example, I might be taking some antibiotics because of an infection.  I might be dealing with a membership issue in a volunteer organization.  I may be concerned because a trusted friend is acting irrationally. 

The cause is usually apparent

Whatever the cause, I soon figure out the reason for my change in condition.  Once I know the problem, it is normally an easy fix, and my pressure returns to the historic average. 

Conclusion

I recommend some form of a check engine light for all professionals.  It does not need to be blood pressure. Some people monitor their weight, others have a spouse tell them when they seem off the deep end. The idea is to have some signal that taps you on the shoulder when things are abnormal. It can save your life.

 

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: Trust in Transition: Navigating Organizational Change, The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change.  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 www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763

 

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Leadership Barometer 204 Leaders as Artists

July 11, 2023

For the last 50 years of his life, my father was an artist. He painted thousands of pictures from all over the world and died just short of 102. For the last five years of his life, he was too feeble to travel and was totally blind.  He had to experience scenes and paint them vicariously. That condition did not dim his enthusiasm for the thrill of painting.

Two days before he died, he told me he would paint me pictures from heaven. Whenever I look at a beautiful sunset or a special tree, I can see his handiwork.

I learned many skills from my father over the years.  I did not learn to paint myself, but I did realize a valuable lesson about leadership.  In my first book, I make the following statement about leaders. Leaders become the artists who carefully paint the picture of a better future on the canvas of today’s paradigm (pg 119)

Artists paint pictures to impact organizations

By painting a picture of an improved organization, leaders create optimism and enthusiasm. People can see for themselves how the world they will experience is better than the one they have. That realization creates a sense of excitement that helps the organization reach its vision.

Values and Vision are the most important

There are all kinds of statements in a typical strategic plan for an organization. Here is a listing of the statements I try to include in any strategic document.

  • Values
  • Vision
  • Mission
  • Purpose
  • Behaviors
  • SWOT
  • Required changes
  • Strategies
  • Tactics
  • Measures
  • Goals

That is a lot of information, but I believe the first two items are the most fundamental. 

Values form the foundation for everything that happens in an organization.  Leaders always need to model the values and insist that everyone else in the organization do the same.  The values do you the most good when they are difficult to follow.

Vision is what gives the organization direction and a glimpse of where they are going. Without a good vision, an organization is like a ship without a rudder. More importantly, the vision provides the means to engage everyone in the organization. Leaders who provide a clear vision are like artists who paint the path forward.

Summary

In summary, a good vision provides purpose, alignment, motivation, strategic direction, effective communication, and adaptability to an organization. It serves as a unifying force, driving collective efforts and inspiring individuals to achieve shared goals. Make sure the leaders of your organization see their role as the artists of the future.

 

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: Trust in Transition: Navigating Organizational Change, The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change.  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 www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Leadership Barometer 203 Leadership Essentials

June 28, 2023

Despite the thousands of articles and books about leadership, some stubborn myths remain.  One myth that bothers me is that really good leadership is remarkably difficult.  Hogwash: really good leadership is simple. 

Let’s examine a short list of the things that are not needed to be a great leader. Then, I will contrast them with another list of things that are essential. 

Things not needed to be a great leader

  1. You do not need to be brilliant. Sure, you do need a functioning brain and the ability to conceptualize options. There are plenty of thinkers in every organization. The leader does not need to be super intelligent. If you push it to the extreme, a leader with a genius IQ will sometimes have trouble relating to people.
  2. You do not have to be perfect. Leaders who concentrate on doing everything correctly miss big opportunities because they have a low tolerance for risk. Making foolish blunders is not the mark of a great leader. However, a person who is willing to take calculated risks generally makes a better leader.  The ability to make an honest mistake and admit it to people shows the leader is vulnerable. That trait is an endearing characteristic that builds trust in most circumstances.
  3. You do not need to look the part. I have studied successful and struggling leaders in organizations of all types. The top echelon of leaders in most cases are indistinguishable from their underlings. Some of the best leaders I have ever met wear a polo shirt to work.
  4. You do not need to be a workaholic. Successful leaders do work hard, but the best ones recognize that to be exceptional, they need balance. They take the time to refresh and enjoy an active family and social life.

Things you must have to be a great leader

  1. You must have a set of positive values. Not only must a leader have values, but he or she must adhere to them at all times. When I ask a CEO if he always follows his values, I often hear weasel words. He will say, “Well… we try to always follow our values, but sometimes it is very difficult.”  Rubbish! When things are most difficult is when following your values is most important.
  2. You must have high Emotional Intelligence. Bradberry and Greaves in Emotional Intelligence 2.0, define the term. EQ is, “Your ability to understand emotions, and your skill at being able to use that awareness to manage yourself and your relationships with others.” Leaders with low EQ have significant blind spots, as noted by Daniel Goleman. They cannot see their own inconsistencies.
  3. You must have passion and humility. The rare combination of leadership traits was highlighted in Good to Great, by Jim Collins.  The passion for the vision allows a leader to have the stamina and tenacity to pursue challenging work. Humility keeps the leader from being too aloof with people. 
  4. You must have great people skills. You need to be able to work well with people at all levels consistently over time. All of the people skills are important with special emphasis on communication skills. 

Of course, we could name hundreds of other things that leaders either need or do not need to be great. These eight factors are important things that I often see being confused by incumbent leaders. Don’t spend most of your energy pursuing the traits that are not needed and not enough on essential traits. You are going to come up short as a leader. 

Exercise for you

Try to expand on my list of the things that are not needed. Also, augment the things that are essential to be a great leader.  It will clarify your thinking about what is important, which will lead to growth for you.

 

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: Trust in Transition: Navigating Organizational Change, The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change.  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 www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763

 

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Leadership Barometer 202 Leading Without Bullying

June 20, 2023

As I was having breakfast today, I was gazing out the window watching two squirrels chase each other. I started thinking of various animal species. In every group of animals, a certain amount of bullying behavior goes on.

It is a “survival of the fittest” world in the animal kingdom. Maybe that is why we humans often exhibit some form of bullying behavior in order to get our way.

The problem is pervasive

Bullying has become a key concept in our society. We see forms of it in every area from the schoolyard to the top levels of the government. It is from the boardroom to the barroom. We universally abhor the behavior in school kids, but yet we often see it practiced unchallenged as adults.

We know the incredibly destructive nature of bullying because all of us have been bullied at some point. It does not feel good. The practice leads to suicide in rare cases, especially in children. They do not know how to cope with the powerless feeling of being bullied. They would simply rather die.

We are all guilty of bullying

It is also true that each one of us has been guilty of bullying another person at some point. If you wish to deny that, you need to think harder. Some of us have played the role of the bully more than others. Some managers have it down to a fine art.

Unfortunately, people in power positions have a greater temptation to use bullying because it leads to compliance.  The problem is that, in organizations, mere compliance is not going to get the job done. We need engagement and excellence, which are far different concepts than compliance.

The practice leads to loss of hearing

Organizational bullying is not confined to verbal abuse or strong body language.  It also occurs when headstrong managers become so fixated on their own agenda that it renders them effectively deaf. They become like a steamroller and push their agenda with little regard for what others think.

Leaders need to consider alternate points of view. It is fine to be passionate and driving at times, but you must not take it to the extreme.

We should be better than animals

While we are mammals, we have a more developed brain and greater power to reason than lesser species. Use that power. Realize that bullying behavior usually leads to the opposite of what we are trying to achieve.  It may seem like a convenient expedient, but it does not work well in the long run. Grudging compliance does not make for excellence.

If you are an elk, you are only thinking of the situation at hand. You are reacting to a threat to your power or position. You are not thinking long-term about relationships and possible future alliances. Why would you care how your behaviors might inspire other elk to perform at their best? The aptitude to plan and care is what separates man from the animal world.

Bullying in organizations

Applying this logic in an organization is easy. Managers who bully their way to get people to do their bidding build up resentment and hostility.  While this may produce short-term compliance, it works against objectives long-term. By taking a kinder approach, managers can achieve more consistent results over the long haul. They obtain full engagement of people rather than simple compliance.

Here are ten tips to reduce the tendency to bully other people:

  1. Ask if you would want to be treated this way. Simply apply the Golden Rule.
  2. Observe the reaction and body language of other people. If they cower or retreat when you bark out commands, you are coming on too strong.
  3. Be sensitive to feedback. It takes courage to listen when someone tells you that you are being a bully. Ask for that feedback, and listen when it is given.
  4. Speak more softly and slowly. Yelling at people makes them feel bullied even if that is not your intention. When you get excited, lower rather than raise your voice.
  5. Ask for opinions often. Managers who seek knowledge as opposed to impressing their brilliance have better results.
  6. Think before speaking. Ask yourself if this is the way to gain real commitment or just temporary compliance. Is it good for the culture?
  7. Reduce the number of absolutes you use. Saying “You never do anything right” cannot possibly be true. Soften absolutes to allow for some reason.
  8. Listen more and talk less. When you are shouting at people you cannot possibly hear their rationale or their point of view. Hear people out; do not interrupt them.
  9. Don’t attack or abuse the weak. Just because someone is too insecure to fight back is no reason to run over them. It only reveals your own weakness and insecurity.
  10. Write your epitaph. How would you like to be remembered after you are gone?

Conclusion

My breakfast observation for today was that animals have a hard time following the Golden Rule. There is a bully in every group. We, humans, have the power to actually modify our behavior to think more strategically. We can do things that are not only right for now, but right for the long term. Caring for people creates a culture of trust that is sustainable.

Bob Whipple is CEO of Leadergrow, Inc. an organization dedicated to growing leaders. He is author of the following books: The Trust Factor: Advanced Leadership for Professionals,  Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change.


Leadership Barometer 201 Active Listening

June 13, 2023

Active Listening is a skill that leaders should use consciously more often. Most leaders have been trained on the steps to use, but many forget to use them when they should.

When workers are asked what their greatest frustration is at work, a common response is communication. For most people, the skill of listening is the weakest of the communication skills.

Why active listening is often overlooked

While they appear to listen, many leaders use their mental energy to prepare what they are going to say next. That habit reduces understanding and accounts for much frustration in communication.

Active listening is difficult

Active listening requires much more effort than casual listening. If we try to use active listening for all conversations, we would get very tired.  I recommend that leaders should use active listening for conversations where emotions run high.

Active listening involves fully focusing on and comprehending the speaker’s message, without interrupting or prematurely formulating a response. While it may seem simple, active listening is a critical skill that can enhance communication. It helps build trust and foster collaboration within a team or organization.

Unfortunately, many leaders struggle to practice active listening consistently. They may be prone to interrupting, multitasking, or being more focused on expressing their own ideas. They do not focus enough attention on truly understanding others. This can lead to misunderstandings, decreased morale, and missed opportunities for innovative solutions.

Ignoring active listening means the leader is sacrificing many good things in their organization.

Active listening helps build trust

By actively listening, leaders can demonstrate respect for their team members, encourage open dialogue, and gain valuable insights. It helps them develop a deeper understanding of their team’s challenges, needs, and aspirations. It can inform decision-making and drive more effective leadership. Good listening builds higher trust.

To cultivate active listening skills, leaders should:

  1. Give undivided attention to the speaker. Don’t multitask.
  2. Maintain good eye contact.
  3. Approach conversations with an open mind and suspend judgment.
  4. Be empathetic to the speaker’s emotions, motivations, and concerns
  5. Ask for clarification when necessary, ensuring a clear understanding of the speaker’s message.
  6. Summarize and reflect what the speaker has said to demonstrate understanding. Do this artfully and not with a heavy hand.
  7. Allow the speaker to express themselves fully without rushing or interrupting.
  8. Create a safe and inclusive environment where all team members feel comfortable sharing their thoughts.

Conclusion

By incorporating active listening into their leadership style, leaders can foster better communication, build stronger relationships, and empower their teams to achieve their full potential.

 

 

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.


Leadership Barometer 200 Go First

June 6, 2023

There is an interesting analysis about whether leaders should go first or go last. In the end, it depends on the kind of things they are doing that makes the difference. Both points of view are logical and totally understandable.

Let’s take a look at the case for each one.

The perspective of Stephen M.R. Covey

In Covey’s first book, The Speed of Trust (2006), he advocates that leaders need to extend trust first. By “going first,” Covey means being proactive in extending trust to others. Leaders assume positive intent and take the lead in building trust.

He argues that this approach can create a positive cycle where trust begets trust. This practice leads to increased productivity, collaboration, and effectiveness within teams and organizations.

Expanding the concept

In his most recent book, Trust and Inspire (2022), Covey broadens the concept. He expands the idea of “going first” from just building trust to also include other behaviors or outcomes. Those outcomes include respect,  transparency, empathy, authenticity, etc. 

In each of these respects, “leaders go first.  Someone needs to go first: leaders go first.” They demonstrate by their actions the kind of culture they are trying to build.

Looking at the flip side

When leaders are giving credit for progress in improving the culture, they move to the back of the line. In Leaders Eat Last (2014), Simon Sinek makes a different point. Sinek emphasizes that great leaders prioritize the well-being and success of their team members above their own interests.

Sinek introduces the concept of the Circle of Safety. It represents the feeling of belonging and security within a group or organization. The book explores the biological and chemical factors that influence human behavior and teamwork. Sinek describes the role of neurotransmitters, such as serotonin and oxytocin. These chemicals create a sense of fulfillment and loyalty within a team.

Leaders Eat Last emphasizes the importance of selfless leadership. Leaders prioritize the well-being and success of their team members. By creating a culture of trust, collaboration, and support, leaders inspire their teams. That practice achieves higher levels of performance and fulfillment.

Room for both views

I believe both points of view are valid.  When defining the future culture, leaders need to go first.  They show by example the kind of culture they are trying to build.

When giving credit for the excellent work being done, leaders step back and let the teams shine.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.


Leadership Barometer 199 Your Legacy

May 30, 2023

When you consider your role as a human being, your legacy surfaces as a critical element. This article is about your legacy and how to maximize it.

Legacy refers to the impact you leave behind as a result of your actions and contributions while on earth. It is the lasting imprint or mark that you leave for future generations. You might ask why there is so much interest in passing on an outstanding legacy. 

Why worry about legacy?

Once your body has passed into the spirit world, the first thing is to dispose of your personal effects.  The pile of clutter you have accumulated will be passed on to relatives or donated to social services.  Whatever financial assets are left will be disseminated to your relatives or charitable associations.

What remains is your legacy: your “gift” to the world. It is the sum of what you contributed based on your brief stay in the tangible world.

Especially important for leaders

Leaders need to think about legacy because it is the process by which society moves forward.  If you are a leader, here is a checklist of things to help improve your personal legacy.

Clarify your vision 

You need to have a clear and compelling vision that inspires others and guides their decision-making. Be sure to share your vision with others in ways that demonstrate you really mean it.

Set long-term goals

Establish ambitious but realistic long-term goals that reflect your vision. These goals should be specific, measurable, achievable, relevant, and time-bound (SMART).

Lead by example

Demonstrate the values and behaviors you expect from others. You should exhibit integrity, humility, empathy, and accountability in your actions. Leading by example creates trust and encourages others to follow suit.

Develop and empower others

Invest in the development of your team members, helping them acquire the necessary skills and knowledge to succeed.

Foster collaboration

Encourage collaboration and teamwork within your organization or team. Promote a culture of open communication, trust, and respect. That culture allows you to harness the collective intelligence and creativity of your people.

Innovate and adapt

Embrace innovation and stay ahead of changing times. Encourage a culture of continuous learning, experimentation, and adaptation. That mindset will position your organization or team for long-term success.

Make a positive impact

Strive to make a positive impact not only within your organization but also in the broader society. Champion social and environmental causes, promote ethical practices, and contribute to the well-being of your community.

Mentor future leaders 

Actively mentor and support the growth of emerging leaders. By sharing your knowledge, insights, and experiences, you can leave a lasting legacy. Shape the next generation of leaders.

Reflect and learn 

Reflect on your actions, successes, and failures. By learning from past experiences, you refine your approach and make continuous improvements. Self-awareness and a growth mindset are essential for long-lasting legacies.

Document and share knowledge

Document your knowledge, lessons learned, and best practices. This idea could include writing books, creating educational resources, or establishing mentorship programs. Sharing knowledge ensures that your legacy lives on and benefits future generations.

Conclusion

Your legacy is not solely defined by your personal achievements. It is all about the positive impact you have on others and the lasting changes you bring about.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.


Leadership Barometer 198 Learning to See

May 24, 2023

Part of my “Quality Black Belt” training 30 years ago introduced me to the concept of “learning to see.” There are many interpretations and uses of learning to see. 

 

The one I will focus on in this article is from the “Toyota Production System.” It is a system for eliminating waste in a manufacturing system. 

 

I will broaden the concept to include learning to see in management processes. I am fascinated by the concept and think we can all benefit from learning to see better.

Learning to see waste

In the Toyota Production System, “learning to see” refers to identifying and eliminating waste in a production process. The TPS is a manufacturing philosophy developed by Toyota that emphasizes continuous improvement, waste reduction, and respect for people.

“Learning to see” includes training oneself to observe and interpret the world around us more accurately and perceptively. It involves developing the ability to notice the details, patterns, and nuances in our environment. These are things that we might otherwise miss or take for granted.

One of the key concepts of TPS is the identification and elimination of waste. Waste is defined as any activity or process that does not add value to the customer. In order to do this, employees are trained to “see” waste in their work environment. They develop the skills to identify and eliminate waste.

The process of “learning to see” in the context of TPS involves several steps. First, employees are taught to identify the eight types of waste in a production process. These types include overproduction, waiting, transportation, processing, motion, inventory, defects, and unused employee creativity. Once they can identify these types of waste, they are encouraged to take creative steps to eliminate it.

Next, employees are trained to use a variety of problem-solving tools and techniques to eliminate waste. These tools may include root cause analysis, value stream mapping, and continuous flow manufacturing. By developing these problem-solving skills, employees are better equipped to identify and eliminate waste. They are urged to continuously improve their work processes.

Value Stream Mapping

A major component of TPS is a special kind of diagram that maps all parts of the enterprise. Quantities of raw materials are recorded along with the subassembly processes and inventories that make the final product. By studying the value stream map, employees can easily identify areas of high waste.  That process allows them to focus efforts to reduce the waste.

Learning to see for management processes

It is possible to envision a kind of value stream map for management processes. In this case, the raw materials are ideas. They flow into a process of evaluation and decision points. Sometimes ideas are held up due to employee pushback.  That becomes a kind of waste to eliminate through better communication. 

Possible system

I believe it is possible to envision any management system as part of a process that can be optimized.  The trick is to have the ingenuity that allows us to visualize processes in a different way. We need to learn to see what is going on.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.


Leadership Barometer 197 Selling Ideas

May 16, 2023

Successful leaders are experts at selling ideas. This article focuses on some techniques that can help. The first tip is to not think of the concept as “selling.” 

If you have generated the idea in a collaborative process, little selling is required. By focusing on a culture of trust, people will be more likely to embrace the ideas. They will feel a sense of ownership from the start.

Here are several other ideas that can help get people on board.

Know your people

Successful leaders know that different groups have different needs, interests, and concerns. They take the time to understand their audience and tailor the message to meet specific group needs.

Use stories and examples

People are more likely to remember and relate to a story or example. Stay away from theory or a dry list of facts and figures. Do not create a list of things on a PowerPoint slide and read it to your audience.

Create a sense of urgency

Successful leaders create a sense of urgency by highlighting the benefits of the idea. They also point out the risks of not implementing the idea.

Build a coalition

 Successful leaders understand that they can’t sell their ideas alone. They work to build a coalition of supporters by engaging key stakeholders. When people help invent a concept, they usually are willing to help implement it. 

Use data and evidence

Successful leaders use data and evidence to support their ideas. They present compelling statistics and research that demonstrate the benefits of the ideas.

Use positive language

Successful leaders use persuasive language to sell their ideas. They use words and phrases that inspire confidence and create a sense of excitement and possibility.

Anticipate objections

Successful leaders anticipate objections and address them proactively. They acknowledge potential concerns and provide solutions or alternatives to overcome them.

Be authentic and passionate

Successful leaders are authentic and passionate about their ideas. They communicate their vision with conviction and enthusiasm. This action inspires others to get on board.

Acknowledge and consider alternatives

Part of having a culture of high trust means being willing to listen to alternate views.

Overall, successful leaders understand that selling ideas is not just about the idea itself. They also need to communicate it well. By using these techniques, they persuade and inspire others to support their ideas. Keep the focus on achieving a common goal.

 

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.