What Leaders DO All we do is Safe & Sound Leadership in a Lean Enterprise 1. 2. 3. 4. 5. Coastal “commercial” – basis of case study The four pillars of organizations Current condition of leader development What Leaders DO – a standard Manage leadership as a process Coastal Automotive: Rochester Hills Coastal Automotive has a become a preferred supplier by several OEM’s for overhead system energy management and sound attenuation. Our purpose is to bring together innovation and market needs that ensure vehicles are safe and sound. Coastal Container: Holland Coastal Container a preferred supplier of packaging solutions in Michigan. Our purpose is to protect your product and reputation from dock to destination. Four Pillars of Organizations 1. 2. 3. 4. Market Focus Strategic and Tactical Planning Lean Enterprise Leadership People vote with their feet… Maybe people leave because of how they have experienced leadership, …but maybe leaders are just as frustrated with their own performance. David Fields All dressed up and no place to go… The Best Leader You’ve Ever Known Think of the person you consider to be the best leader you have ever known. Describe why you regard this person so highly as a leader. What did they do that made them a great? Leadership Qualities               Visionary – sees the big picture Inspired me – positive attitude Creative Good communicator Integrity Believed in me - trusted me Confident – made hard decisions Honest Motivated me Teacher Smart – knew their stuff Sense of humor Balanced Gets results – accountable These are all good, important attributes of a leader but they don’t really tell you what a leader DID to earn that description. Will this list tell a first time team leader WHAT TO DO to be an effective leader? These words describe the effect a leader has on their team. They don’t describe the WORK the leader does to cause that to happen. Lessons Learned - Content • Think about leadership not as theory, it is work. • The work of leaders can be defined, observed, measured and, therefore, improved. • The work of leading needs standards to be consistent and thus drive out variance. • The principles of leader work are the same for every level and function – the practices vary. • Standards establish a baseline for improvement. Lessons Learned - Process • • • • • • • • • We identify potential well We select predominantly on technical competence not leader skills We tend to assess more often on aptitude; MBTI, PI, DISC We spend disproportionate time on psychology of leading We confuse leaves and trees – leader development is spotty We need top management commitment Integrate leadership into all people processes It is important to manage leadership as a process Coaching is required Coastal Leadership We want every leader at Coastal to know what is expected of them so we have created a standard for leaders and a set of resources to help our leaders learn what is expected of them. • • • • Principles Behavioral Expectations Supporting Resources Expectation for Development Leadership Standard – branches not leaves 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Serve Build Teams Lead Measure Direct Organize Communicate Motivate Develop People Develop Process What is a “Standard” A standard describes the best practice as we know it today and the basis for continuous improvement. – The management of standards leads to a reduction in variation in everything we do – predictability and waste elimination. – Standard language facilitates communications. – A standard model provides the foundation to build upon – innovation. – Standard expectation clarifies message. – Basis of comparison facilitates development – problem solving. Job Instructional Training - Breakdown If leading is work, then it should be subject to the same analysis and instructional principles as any other work. Serve 服侍 PRINCIPLE It is through the success of others that the leader achieves. Servir WHAT LEADERS DO  Motivation to Serve  Evolving Leadership Leaders recognize their ultimate responsibility is to serve each member of their team to ensure its success. This is a dynamic challenge – never complete. Leaders are committed to the ongoing personal and professional development of each team member on the journey to organizational excellence.  7 Traits of Serve        Listen Empathy Growth for others Awareness Authority of Competence Looking Ahead Team 1 Build Teams 组建团队 Construir Equipo PRINCIPLE WHAT LEADERS DO Leaders recognize that work in today’s complex organizations is done through teams. They create a team environment of problem solvers committed to a common goal.  Structure the work in teams Leaders also work with the understanding that they are in the middle of a system of interlinking teams, and they manage the connections.  Team not group  Leader role as the “linking pin”  Adult to Adult communications 2 Lead 领导 PRINCIPLE A compelling vision and a sound strategy. Liderar WHAT LEADERS DO  Purpose  Vision Leaders provide the vision that will guide the work of the team and inspire commitment. Leaders ensure that every team member knows where the team is going, how it is supposed to get there, and how well they are progressing toward their goals.  Strategy  Feedback 3 Motivate 激励 PRINCIPLE Motivar WHAT LEADERS DO Enthusiasm for the work. F.A.C.E. of Motivation Leaders inspire their teams by holding high standards of performance and encouraging members to accomplish more than they ever thought possible.  Create an environment that inspires  6 Traits of inspiring leaders  10 Management practices that Leaders understand that lasting motivation comes from involvement in the work, its objectives, processes and results. draw out the 15%  Say “thank you” - validate 4 Measure 衡量 PRINCIPLE Medir WHAT LEADERS DO Control the work.  Effective Leaders keep their teams focused with controls that track progress and results.  Efficient Measures focus on results, both the effectiveness and the efficiency of the work, and guide learning to better meet the future needs of stakeholders. .  Growth and Learning 5 Organize 组织 PRINCIPLE Organizar WHAT LEADERS DO Work structured for success.  Structure work in teams / jobs Leaders continuously ensure the work of the team is well structured and supported by clear standards.  Establish processes and flow  Lean principles: JIT, ISPC, Level, Equipment readiness They ensure the resources (materials, tools, equipment, and information) the team needs are available and organized to enable success. .  Align support teams 6 Direct 引导 PRINCIPLE Guiar WHAT LEADERS DO Confident action through task clarity and leader support.  Task clarity and priorities from mid- Leaders facilitate the daily work of the team with planning, coordination and problem solving.  Provides feedback to guide term plans to daily priorities achievement  Available to support To reach goals, teams need clear instruction, regular guidance and help when they’re stuck. Outcomes are managed through adult to adult accountability. 7 Communicate PRINCIPLE Facilitate the flow of information through the organization. 沟通 Comunicar WHAT LEADERS DO  Team Communications  Organizational Communications Leaders keep their teams informed and well-connected to customers and suppliers throughout the organization. Information needs to be accurate and get to the right people when it is needed. Leaders proactively manage the communication flow in all directions. 8 Develop People 流程开发 PRINCIPLE Increased personal and professional competence. Desarrollar Gente WHAT LEADERS DO  Selection and Orientation  Performance Development Leaders are committed to the personal and professional growth of the people they lead. People need an environment where they can learn and grow through thoughtful guidance, challenging opportunities, and meaningful development plans.  Growth and Challenge 9 Develop Process 流程开发 PRINCIPLE The spirit of continuous improvement. Desarrollar Proceso WHAT LEADERS DO  Manage to Standards  Solve Problems Leaders believe all systems and processes can be made more effective, and they encourage their teams to continuously improve.  Innovate – Continuous Improvement  Change Management Quality performance requires clear standards and expectations. Improvement requires effective problem solving and openness to creative, innovative ideas. 10 Leadership as a Process – Identify Value 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Serve Build Teams Lead Measure Direct Organize Communicate Motivate Develop People Develop Process Map Value Stream – Create Flow Central Staffing Human Resources RECRUIT Staffing or pool SELECT ORIENT DEVELOP VA VA VA VA NVA NVA NVA NVA PROCESSING WAITING PROCESSING WAITING PROCESSING WAITING PROCESSING Team needs a leader WAITING Establish Pull Internal to the team, use Survey Guided Leadership Development, to coordinate the needs of the team with planned development for the leader and the members Organizationally, prepare based on future demand planning. Seek Perfection What is your target condition? What is your current condition What obstacles are in your way? What is your plan – what do you expect? What did you get, what happened? What did you learn? Lessons Learned - Content • Think about leadership not as theory, it is work. • The work of leaders can be defined, observed, measured and, therefore, improved. • The work of leading needs standards to be consistent and thus drive out variance. • The principles of leader work are the same for every level and function – the practices vary. • Standards establish a baseline for improvement. Lessons Learned - Process • • • • • • • • • We identify potential well We select predominantly on technical competence not leader skills We tend to assess more often on aptitude; MBTI, PI, DISC We spend disproportionate time on psychology of leading We confuse leaves and trees – leader development is spotty We need top management commitment Integrate leadership into all people processes It is important to manage leadership as a process Coaching is required Thank you for the opportunity to learn by sharing our story. At Coastal all we do is safe and sound