creating excellence with people- centric leadership · 2019-02-22 · creating excellence with...
TRANSCRIPT
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Creating Excellence with People-Centric Leadership
Creating a Foundation for Operations Excellence
Brent Timmerman, CIO, Department of Families
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If leaders believe that their people are the problem, they are mistaken
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A Little About the Department of Families
• About 2000 civil servants in offices across the entire province
• Budget of over $2B annually• Reports in to the Minister of
Families, the Honourable Heather Stefanson
• Includes:– Manitoba Housing– Child and Family Services– Community Living Disability Services
and Children’s Disability Services
– Employment Income Assistance and Rent Assist programs
– Early Learning and Child Care• Often, our clients include the most
vulnerable members of society• A combination of direct service
delivery and working with service delivery partners (private and non-profit)
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Families What is unique about Lean in the public sector?
• In the private sector, the “customer is always right”
• In the public sector, sometimes the interests of the client and the greater public don’t match
• We try our best to balance these different interests as we work to deliver our services
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Adapted from the Institute for Citizen-Centred Service, Certified Service Manager Body of Knowledge
The ClientThe Public
Good
Families The Leadership Principles Framework
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Families I’ve written about this more than once…
Starting Lean from Scratch
A Senior Leader’s Guide to Beginning and Steering an
Organizational Culture Change for Continuous
Improvement
© 2019 Brent D. Timmerman
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Scheduled for publication May 2019
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Tools of innovation cannot change culture by themselves
If the leadership aren’t aligned, you will be pushing a rope
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Families What’s the point of focusing on people-centric leadership?
The behaviour of the leadership shapes the organizational culture
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“So goes the leadership, so goes the culture.” Simon Sinek, Leaders Eat Last
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It’s us—the leadership
So, what is the biggest risk to a culture change that supports innovation?
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This concept was developed at Manitoba Housing, based on the experiences of our Lean Journey
Introduction to the Three Spaces Model
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THE SPACE OF TRUST
Adjusting The Leadership Environment
“It’s a terrible thing to look over your shoulder when you are trying to lead and find nobody there.”
- Franklin Delano Roosevelt
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It’s up to the leadership to change the environment to one that allows the people to succeed
People become a product of their environment
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Families We need to create that safe environment for our peopleThey cannot engage and innovate when they are fearing both
threats from without and from within
Only when leaders remove the threats from within will people trust enough to begin to share ideas for improvements
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The lens through which you choose to look at your organization and the team has a profound impact on how you behave as a
leader
Every leader needs to have their own personal reckoning...
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McGregor’s Theories of X and Y
X doesn’t always mark the spot...
Theory X says that people: Theory Y says that people:
Need close supervision Want independence in work
Will avoid work when possible Naturally want to work
Will avoid responsibility Seek responsibility
Desire only money Are motivated by self-fulfillment
Must be pushed to perform Will drive themselves to perform
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99% of people come to work every day wanting to do a great job
When leaders choose to believe this, the effects on the staff can be transformational
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Every leader needs to walk the talk
You’ve got to “Model The Way”. Every day...
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• It’s easy to give off mixed messages...without intending to.
“It’s funny how often the problem is YOU...”
Congruency of behaviour
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Try to understand the perspectives of your people
The real world is outsideof your office…
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The team members probably have better answers to the process problems than their leader
They need to believe that their ideas matter
Leaders are more valuable as coaches than as super-experts
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Choose very carefully how you handle it...
What leadership culture are you trying to reinforce?
Someone on the team will drop the ball at some point...then what?
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Families Back your people up... when it counts.
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• True delegation of authority
• Sometimes you need to leave the room!
• Giving your time to your front-line staff
• Showing up
• Recognizing their efforts
So what does Trust look like for leaders?
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Treat those relationships with respect
You are building trust relationships between leadership and the staff.
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But you can’t fool the players...
You can fool the fans
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THE SPACE FOR CHANGE
Setting The Stage for Positive Transformation
“The secret of CHANGE is to focus all of your energy not on fighting the old, but on building the new.”
- Socrates
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If you’ve never studied Organizational Change Management theory, do it!
Change is hard for people... don’t underestimate that
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Fine-tune the “standard” Lean terminology to use language familiar to your team.Get the word out to everyone.
Start by answering the “WHY?”
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When trying to build trust on a continuous improvement journey, let staff help their colleagues
Capacity Building from within...
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…and don’t forget to celebrate each success with the staff!
Get a pattern of simple wins going!
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One size does not fit all when it comes to communication
Keep me informed…I don’t like surprises
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This will likely be a big cultural shift for an organization that never did it before...
Measuring stuff matters!
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The business learning from the evolution of KPIs can be monumental
Metrics... just starting can help you get better!
Revision 1
Revision 2Revision 5
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At first, it’s not so important WHAT is on the board, but it is important that people see the team meeting around it
Huddle Boards...part of the culture change
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Families When you get the Change Space right, you will know it!
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THE SPACE FOR CONTINUOUS IMPROVEMENT
Setting the stage for success for the Kaizen team and Facilitators in each Lean Event
“Continuous Improvement is better than delayed perfection.”
- Mark Twain
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Families Scope and Plan your C.I Activities for success!
Be careful of the tendency to overshoot!
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Families Prepare for the personnel dynamics in Kaizens
Any opposing perspectives from participants to be expected? Plan for it!
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Families Elimination of barriers
It’s the senior leader’s job to find and remove these before the Kaizen event
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Families Post-Kaizen: when the work begins...
Be prepared to provide support as needed to push action items over finish line!
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IN CLOSING…
Wrap-up
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They are NOT sequential activities to check off a to-do list
The spaces are NOT phases...
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Families Your goal is culture change… not just Lean Tools…
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Families As a leader, you must first look inward before you can lead change
Your leadership power, strength, and integrity will increase dramatically when you do
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