How high are your ‘Leader Standard Waste’ levels?
Do your leaders send a consistent message about performance expectations on the job each day? Do they behave in a manner that is consistent with the organizational culture you desire? How often is their daily time spent on activities that benefit the company the most?
It is likely your responses reflect inconsistency. All too often, we have too much Leader Standard Waste in our organizations. In other words, the daily work habits of our leaders fail to support the mission, vision, and values of the organization. Their daily behaviors are often inconsistent with the organizational roadmap that exists.
We would like to think that the strategic plan we give out each year provides enough leadership guidance. Our monthly meetings should tell everyone where we want to go, and why. Unfortunately, each leader’s daily behavior on the job almost always overrides the contents of a plan or the message leaders state in a meeting. When inconsistent Leader Standard Work practices exist, so does the potential for hypocrisy. Such hypocrisy affects personal performance contributions at all levels in the organization.
How do you define, measure, and improve Leader Standard Work?
Most organizations do not have a formal approach to define, measure, and improve daily Leader Standard Work. This can result in consistent daily levels of Leader Standard Waste. This waste can be of both a behavior and a time nature.
For example, many leaders act one way when their boss is around. Then, they act totally different when they think no one above them is watching. Other simply spend their time on non-value added work.
Either result can have a negative impact on team morale, focus, and performance. A failure to define, measurement, and improve Leader Standard Work can do a lot of damage to an organization in a short amount of time.
What kind of direction do your leaders give to their people each day, both intentional and unintentional? How do you define Leader Standard Work?
LEARN MORE: Do You Have Great Work Systems?
Would you benefit from a more effective approach to leadership?
Over the years, I have learned that the work team leader is the key leverage point to make any improvement effort work. These people help execute the organization’s plans every day. Unfortunately, on too many occasions I see how most businesses, schools, and hospitals tend to discount, if not completely ignore, the effectiveness of these people.
For example, rarely do they participate in planning efforts, development activities, or good performance feedback processes. We fail to include those who really make the most difference, good or bad!
How do we solve this problem? How do we make sure that all of our work leaders act and perform in a manner that is consistent with what we want to be and where we want to go? The answers are simple. However, we must let go of some deeply entrenched belief systems. Beliefs drive personal behavior on the job. In turn, they affect plan execution and systems design.
DISCOVER MORE: Ten Ways To Change Work Culture
How consistently do your leaders lead?
What is the greatest failure of most organizations, outside of neglecting work team leaders in general? It lies in our failure to ensure that our leaders consistently practice effective daily work habits. Plus, we want to ensure that key skills exist, or are being developed, as time goes by. For example, how many of your leaders continue to improve their computer skills to keep pace with technology shifts?
How do you ensure that each leader maintains a consistent focus on the needs of both your internal and external customers? Also, how do you make sure that each person you pay to be a leader consistently treats each of their people with respect and dignity? Do your leaders work to build stronger personal relationships with those people they depend on to get the job done each day?
If you have interest in the leadership systems and improvement tools that I have to offer, send me an e-mail at firstname.lastname@example.org.
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