Thursday, November 24, 2016

New book

In February 2013, Productivity Press (Taylor and Francis) gave me a contract to write a book providing details about a presentation I had made at the Lean HR Summit the previous fall.  The book was due a year later.

Last July (2016) after a million lazy excuses, I finally submitted the manuscript.  Now I've finished the copyedits and they tell me that it will be released for production after Thanksgiving and will likely be released around Christmas, or right after the new year.

I'm very excited and very terrified at this prospect.  Excited to see some pretty hard work finally bear fruit.  Terrified because the ideas I wrote about in the book are way too easy to shoot at, so I'm preparing the best I can to get my skin thickened a bit.

Please look for the book on Amazon and Barnes & Noble under the title "Leadersights:  Creating great leaders who create great workplaces."  I hope you'll consider reading it and giving some of these ideas a go in your workplace.

I'll try to write more about the contents of the book in short blogs like this going forward.

Monday, December 19, 2011

More on Meaningfulness

Last week, I wrote about feelings of significance and how leaders can take small steps to have a big impact in levels of satisfaction in the workforce.  Significance is one of three key factors in creating a meaningful work experience.  The others are Identity and Variety.

Variety is fairly straightforward.  Studies have consistently shown that when people have a variety of things to do during the work day, they are generally more satisfied than those who simply do a single repetitive task.  What makes this difficult is people get comfortable with tasks they are good at, and will trend toward limiting themselves to just a couple of jobs they like.  That means the jobs that aren't so nice have to get done by relatively new or potentially unskilled people.  Often these unpleasant jobs are quality critical or difficult.  Leaders need to balance the good jobs with the crappy jobs and let everyone have a chance to develop the skills to do them all.  The only way to do this is to create a physical structure that only allows the work to be done properly.  More on that in a minute.

Identity is a little more complex.  First, the grandfathers of satisfaction studies, Hackman and Oldham, focus on "task identity" rather than simply identity.  The work itself should provide a level of satisfaction that comes from a job well done.  That is, it is more satisfying to make a complete product than to simply add one small part to a larger product. The more people feel they contribute to satisfying a customer directly, the more satisfying the work (this is also part of significance).  People like work they can tell other people about.

But identity goes beyond the work.  Studies of intrinsic motivation cite affiliation with others as one of the critical elements.  Maslow included "Love Needs" in his original dynamic theory of human motivation, explaining how important it is for people to build interdependent relationships with other people.  These relationships create feelings of belonging to something larger and more significant than just themselves.  (So we've hit significance yet again.)

To satisfy both of these pieces of the satisfaction puzzle, leaders should transform the workplace so that the work required can be completed by a relatively small group of people, who can become a team.  Teams provide an almost magical multiplying effect to a workplace when they are structured and developed properly.  Note that I said we have to transform the workplace rather an simply select groups of people to be teams.  Teams require a common goal, so the work itself has to be that common goal.  I'll have a separate piece on teams in another post, but the short version is that we can satisfy people's need to belong by building an effective team; and we can deliver variety in the workplace by having those team members rotate between the several jobs the team must do to satisfy customers.

So your action steps this time are:

1.  Take a hard look at the work you have people doing.  Use Value Stream Mapping or Process Flow Mapping to really understand what has to happen and the way it's happening now.

2.  Reorganize the workstations so that 4 or 5 people can work in close proximity on a single product (whether it's an administrative report, a supplier contract, or a manufactured product).  Assign these 4 or 5 people to a team.  Set moderately aggressive production goals for the team to work toward.

3.  Assign a team coordinator to provide support and feedback to the team.  This person should be skilled in several of the tasks the team has to perform so they can coach the others through their cross training.  It is not essential that he or she be expert in all the tasks to begin with, but he or she should be skilled in learning and in teaching (a great place to develop this skill is with Job Instruction Training following the old Training Within Industry methods developed in the 1940's.)

4.  Take the team and the team coordinator through a series of team building activities so they can get to know each other better.  This builds trust among the team that's essential for successful team work and completion of products.  Have them come up with a team name that is unique but relevant to the work they do.

5. Put a cross-training chart on a team information board to keep track of who has completed which of the functions required to complete your product.  Make a plan to get everyone to an expert level of competence in all the workstations they will rotate through.

6.  Spend some time everyday with the teams you create so they know you support their efforts to be successful.

Next time, we turn to the other elements of satisfaction:  Awareness and Responsibility.  Thanks for following along.  Please share this with your friends and colleagues.

Sunday, December 11, 2011

Satisfaction through meaningfulness

Three key things lead to satisfaction: meaningfulness, awareness, and responsibility. One of the most natural things people do is to search for some kind of meaning or purpose for their lives. It seems to me that because we spend so much of our lives working our jobs, we ought to be able to derive some meaning from those jobs. Unfortunately, that isn't the case.

If we want satisfied workers (and you should because they are more likely to come to work and more likely to share an idea if they are satisfied)we have to make the work they do meaningful.

There are three parts to meaningfulness: significance, identity, and variety. All three need to be deliberately designed into the work.

We can make work feel more significant for our people in several ways:

- Make people feel valued. Everyone has something to contribute. Be grateful for their work (say Thank you!) I had a boss once who would never acknowledge the skills and abilities I brought to the job, focusing instead on reminding me consistently that if it weren't for all the support staff we had, I could do nothing. I loved that job, but hated the leadership, so I had to go. The support staff was great, but that's not what I - or anyone - really wants to hear. Acknowledge the gifts everyone brings to work.

- Require them to become experts in their jobs. Let everyone know that the jobs they're doing aren't simple-minded, menial jobs. They require expertise and then build that expertise by developing, teaching, and supporting standardized work.

- Link them more closely to customers. If people can see how the work they do affects customers, they will usually take more pride in what they do. Collect more customer feedback and share it all with your people (not just the customer complaints.) When customers come visit, create opportunities for them to interact with your people. Place pictures of the end product or of individual customers who have benefited from your product or service in prominent places throughout the workplace.

Next time we'll talk about identity and variety, which gives us a great opportunity to re-emphasize the importance of teams.

Sunday, November 20, 2011


While science can't seem to prove a causal link between happy workers and productivity, it's nice to know that there are benefits beyond that to justify to leaders everywhere that we have to design work to be more satisfying for our workforce.

I read a research report from Accenture that said more than half of business professionals report they are dissatisfied with their jobs. (See In a better economy, I reckon many of them would walk. Companies are already scrambling to attract the professional talent they need. If we can't reverse this satisfaction trend, this problem will compound and result in more off shoring of professional and service jobs.

So what satisfies people on the job? A lot of folks say "money" right off the bat, but that's not true. The people in the survey did report that one thing that made them dissatisfied was they thought they were underpaid. Pay is a dissatisfier, not a satisfier. (Herzberg called these kinds of things hygiene factors.). If the only reason you go to work is for the paycheck, that's a pretty sad work experience, and one we need to change.

Three key things make work and life satisfying: meaningfulness, awareness, and responsibility. I'll write up more on each of these in the coming days with a simple, practical approach for improving them for your workforce.

- Posted using BlogPress from my iPad

Saturday, October 1, 2011

Leaders and teachers

Here's an excerpt from an article that will be coming out in India in a printed newsletter, and in Kentucky through the Kentucky Association of Manufacturers.  Let me know what you think!

Because we are not going to be able to predict what new challenges are coming, the most important thing we as leaders can do is recognize that we need more people who are able to quickly see and gather available information, think critically about what that new information might mean for the organization, and take the initiative to act on that information in a prudent yet aggressive way.  We need people who can analyze a situation, synthesize a solution, and evaluate the impact of that solution.  We need people who can solve problems.
To prepare for our uncertain future, leaders need to build these key skills, and that means the leader’s primary responsibility has to be teaching.  Effective teachers not only build the required skill set, but also inspire confidence.  Remember that no one becomes an expert without significant experience, which takes time.  The important thing is to start now with small steps.

With the foundation set (standardized work, teams, and team leaders), learning is a matter of focused thinking in the course of doing work.  Each time a team member successfully performs a particular task, skills improve.  Not only that, but each time we’re successful, it builds our confidence as well.  
Additional opportunities for learning occur any time we experience a problem.  Lead people through the problem solving process (Concern, Cause, Countermeasure, Confirm).  Don't just solve the problem...teach the process.

Tuesday, March 1, 2011


Have the WILL to decide to LOVE those you work with.  SACRIFICE by putting their needs above your own.  Wield the AUTHORITY you gain from this wisely, pouring it into the WILL to decide to LOVE.

Monday, November 1, 2010


Off again for another couple of trips. First to Penn State for a supply chain workshop then on to Sydney.

These two weeks are going to be great because I get to lead my two favorite courses: Applying Lean Principles through the Supply Chain, and our Lean Systems 2-day Executive course.

Applying is always fun because I get to learn from the other instructors. It always keeps my brain in gear, and motivates me to create.

The 2-day is always fun because the action never stops. It's a week's worth of material in two long days.

Only bad part is I'm going straight from State College to Sydney so I won't get to go home between. We'll manage though. More later.

-- Post From My iPhone

Location:Louisville Airport