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Atricle Dump - Lean Strategies For Lean Leaders And Their Teams
Even now, months after it happened, it surprises me when I think about it. No phone call. No heads up. No discussion. As I opened the email from a business associate, checking my messages from an airport lounge, I expected a routine update. Instead, I read a message severing our relationship.What startled me wasn't that this person decided it best to change a business situation. These things happen. It was how she informed me of her decision that brought the pain. You see, it's not just what you do that matters, it's how you do it.I discovered more about her in that instant than I had in the months we worked together. I learned she took the easy way over the right way; lacked relationship courage; and retreated from difficult encounters. Her intention was to severe the current working rela
Be patient, don't try to give someone all of the information in one fell swoop - pace yourself and adapt to the needs of others. Some will want a quick presentation and prefer to make equally quick decisions. Others will want some time to mull over the data, to think of what might happen during implementation. These people are extremely valuable once on board. They will be the folks with the good questions, the interesting solutions, and they will be the 'stayers' for the long term. Just make sure you give them time to reflect and come back with their questions.
When it comes to some of the most uncomfortable situations and discussions that arise in the workplace, mulling over the issue of your salary might be one of the most intimidating and stressful topics to deal with. Since the cost of living rises over time, it may be left to you to bring up the subject to your employer when a raise hasn't been granted. At other times, you are just starting out in the work world or new job and need to negotiate the terms of your impending salary. The reason asking for a raise is a stressful and difficult task is because employees aren't usually trained to handle this type of situation. Under these circumstances, there is a proper way to ask for more money and a right time to seize the opportunity. Successful salary negotiations occur when you have received a favorable res
Building Lean Buy-In:
Step 1: Discovery
Know your audience very well - Assess the business goals, needs, and priorities of those you are trying to persuade to come on side. Make sure you select the key benefits of Lean that address those particular goals, issues and needs.
Remember that people do things for their reasons not yours. Also be aware of the preferences that people have for styles of presentation and persuasion. Some people want facts and data, others want to see that the vision is well conceived. Some want to spend a lot of time going over the details and some will just want you to cut straight to the bottom line - "If we do this now, we will save $XX within this fiscal". If you have had mixed or even poor success at getting buy-in (from above, from peers, from your staff), chances are that you haven't done your homework and researched what their issues are. You may also have presented your case in a way suitable for you but not for others.
Make sure your style is a good fit for the way others work - this is particularly true when persuading up and across the organization. The key to good discovery is your ability to listen well. People will always tell you or signal their needs; it's up to you to make sure you hear them! When you match Lean benefits to both strategic and specific business needs you get sustainable buy-in.
Step 2: Stay results focused
There is a vast resource out there for you to tap into for Lean metrics, proven results, statistics, success stories, and bottom line performance improvement measures. Check the Internet, check your local bookstore, check with Lean associations in your area and, above all, go to see other companies farther down the Lean road than you are. Have this data available for your meetings and one-on-one discussion opportunities.
There are people who like to see the raw data and talk about numbers, while others prefer to hear real stories from the shop, laboratory or office floor. Suit your presentation to their preferences - this cannot be said often enough! It is so easy to become a Lean enthusiast and forget that others need to come on board in their own ways and their own time.
Be patient, don't try to give someone all of the information in one fell swoop - pace yourself and adapt to the needs of others. Some will want a quick presentation and prefer to make equally quick decisions. Others will want some time to mull over the data, to think of what might happen during implementation. These people are extremely valuable once on board. They will be the folks with the good questions, the interesting solutions, and they will be the 'stayers' for the long term. Just make sure you give them time to reflect and come back with their questions.
Affiliate - the buzz word of the internet. But what is an affiliate? Why would you choose to become one? How do you make money? Is there a capital outlay to become an affiliate?Lets start at the beginning - I want you to seriously consider these questions before reading on.1. Are you looking for another way to earn money?2. Are you willing to spend a minimum of 1 hour a day on the computer?3. Are you willing to learn?If you answered yes to one or more of these questions you need to understand affiliate marketing.What I am going to do is give you information in layman's terms so those who are not big on using the computer can understand.Affiliates are simply businesses or individuals who associate themselves with other business that provide goods or servic
Make sure your style is a good fit for the way others work - this is particularly true when persuading up and across the organization. The key to good discovery is your ability to listen well. People will always tell you or signal their needs; it's up to you to make sure you hear them! When you match Lean benefits to both strategic and specific business needs you get sustainable buy-in.
Step 2: Stay results focused
There is a vast resource out there for you to tap into for Lean metrics, proven results, statistics, success stories, and bottom line performance improvement measures. Check the Internet, check your local bookstore, check with Lean associations in your area and, above all, go to see other companies farther down the Lean road than you are. Have this data available for your meetings and one-on-one discussion opportunities.
There are people who like to see the raw data and talk about numbers, while others prefer to hear real stories from the shop, laboratory or office floor. Suit your presentation to their preferences - this cannot be said often enough! It is so easy to become a Lean enthusiast and forget that others need to come on board in their own ways and their own time.
Be patient, don't try to give someone all of the information in one fell swoop - pace yourself and adapt to the needs of others. Some will want a quick presentation and prefer to make equally quick decisions. Others will want some time to mull over the data, to think of what might happen during implementation. These people are extremely valuable once on board. They will be the folks with the good questions, the interesting solutions, and they will be the 'stayers' for the long term. Just make sure you give them time to reflect and come back with their questions.
Invest some time in evaluating the skills and type of person you want for a position before placing a job advertisement or registering a job vacancy with an employment agency.The job specification (spec) is a tailored description of the vacancy including the responsibilities of the incumbent and goals of the job. The person specification is a profile of the person you consider best fits the bill. Preparing a detailed spec helps you focus on exactly what skills you seek. The finished document assists your HR or personnel department or recruitment consultant in identifying candidates for you to interview. It's also a great exercise in re-evaluating your departmental needs; therefore, giving you the opportunity to juggle around responsibilities within your team if necessary.Job and person spe
Step 2: Stay results focused
There is a vast resource out there for you to tap into for Lean metrics, proven results, statistics, success stories, and bottom line performance improvement measures. Check the Internet, check your local bookstore, check with Lean associations in your area and, above all, go to see other companies farther down the Lean road than you are. Have this data available for your meetings and one-on-one discussion opportunities.
There are people who like to see the raw data and talk about numbers, while others prefer to hear real stories from the shop, laboratory or office floor. Suit your presentation to their preferences - this cannot be said often enough! It is so easy to become a Lean enthusiast and forget that others need to come on board in their own ways and their own time.
Be patient, don't try to give someone all of the information in one fell swoop - pace yourself and adapt to the needs of others. Some will want a quick presentation and prefer to make equally quick decisions. Others will want some time to mull over the data, to think of what might happen during implementation. These people are extremely valuable once on board. They will be the folks with the good questions, the interesting solutions, and they will be the 'stayers' for the long term. Just make sure you give them time to reflect and come back with their questions.
There are three ways to record reimbursable expenses in QuickBooks, but only one of them is correct. In order to determine a margin and to prevent other problems, QuickBooks users need to follow the correct method. Here are the three methods, and their associated problems.Method 1 - The Expense Tab/Expense Account Method: When recording an expense incurred for the customer, click the Expenses tab from the Write Checks or Enter Bills screen, select the appropriate expense account, select the appropriate customer, and do not check the column with the invoice icon above it. Save the transaction. You can now generate an invoice for the customer, and drop the transaction into the invoice after clicking the Time/Costs button.Problem with this Method: Using this method cause
There are people who like to see the raw data and talk about numbers, while others prefer to hear real stories from the shop, laboratory or office floor. Suit your presentation to their preferences - this cannot be said often enough! It is so easy to become a Lean enthusiast and forget that others need to come on board in their own ways and their own time.
Be patient, don't try to give someone all of the information in one fell swoop - pace yourself and adapt to the needs of others. Some will want a quick presentation and prefer to make equally quick decisions. Others will want some time to mull over the data, to think of what might happen during implementation. These people are extremely valuable once on board. They will be the folks with the good questions, the interesting solutions, and they will be the 'stayers' for the long term. Just make sure you give them time to reflect and come back with their questions.
Effectively Handling ObjectionsEmployer: "I notice you have not got any commercial experience, can you explain why you feel you are the best person for this role?Employer:"You've been out of work for two months now, why should we recruit you?"Questions like these are feared by almost all job applicants. How can you then effectively answer them?There are a number of ways to handle objections and how you handle them are based on your initial reaction to them. This contributes to how you respond.When faced with objections or criticism, you tend to have four options. You can either decide to be: a. offendedb. thrown of balancec. defensived. welcoming & understandingInsecure people get offended or defe
Be patient, don't try to give someone all of the information in one fell swoop - pace yourself and adapt to the needs of others. Some will want a quick presentation and prefer to make equally quick decisions. Others will want some time to mull over the data, to think of what might happen during implementation. These people are extremely valuable once on board. They will be the folks with the good questions, the interesting solutions, and they will be the 'stayers' for the long term. Just make sure you give them time to reflect and come back with their questions. Do not try to 'muscle' or force a decision before someone is ready.
Patience, not pressure, is your best friend in creating buy-in! Lean is all about 'pull' not 'push'.
Step 3: Use tools that really help
One of the most effective ways of getting buy-in is exposing people to Lean training. Bring your major players to one-day training sessions that will orient them to the Lean methodology. This approach often brings significant levels of buy-in. If you can swing it, get the key people you need on board to actually participate in the Enterprise Value Stream Mapping TM exercise for your initial value stream. This is a huge plus. These people will see the benefits first hand, in the context of their own operation. Anyone taking part in a VS exercise will see the waste, see its impact on operations, and also see the opportunities that Lean provides to remove that waste and yield substantial savings.
If you are having a real struggle trying to understand what people need to hear and how they need to hear it, consider working with an advisor using some behavioral and values assessment tools. These are quick, user friendly, group oriented tools that can save time and energy with key insights. They help working groups understand why someone can't seem to hear what you say when the same message seems to work just fine elsewhere.
Using these tools also eliminates a lot of cultural waste imbedded in conflicts (both passive and active) that come from misunderstanding the motivations of others. Joe or Sally may not be trying to sabotage your initiative; they may simply need to hear about it in a different way.
Sometimes getting help is the smartest thing you can do!
Step 4: Never stop reinforcing the buy-in
Test for understanding and agreement on an ongoing basis. Make sure you continue to actively listen for any concerns or doubts about the Lean implementation as it goes forward. Work on these issues together and do not let them build into significant roadblocks by ignoring or dismissing them. Every concern you can successfully address, every concerned person who feels you really heard what they said, is a huge plus in building an ongoing committed Lean team across the enterprise. Remember those needs and issues from your fir
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