On December 22, 2010 the Kaizen Curmudgeon blog celebrated its 150th posting by listing the titles and posting dates and supplying links to the 50 most recent postings. Provided below is the same information for each posting since December 29, 2010. This is in celebration of the “almost 200th” posting.
Kaizen Curmudgeon Blog Title—Date Posted
Stan’s Story Redux—12/29/10
Autonomy—1/06/11
Autonomy 2—1/27/11
What shall we do with you?—2/02/11
The Middle Years—2/09/11
Way to go!—2/17/11
Way to go! 2—2/24/11
Complacency—3/03/11
Complacency 2—3/10/11
Kaikaku, a countermeasure for “We’ve always done it that way.”—3/18/11
I’ve always done it that way.—3/24/11
The Crystal Ball—Prologue—4/07/11
The Crystal Ball 1—4/15/11
The Old Men’s Table—4/18/11
The Crystal Ball 2—4/27/11
The Crystal Ball 3—5/05/11
The Crystal Ball 4—5/12/11
The Crystal Ball 5—5/19/11
Happy Fourth Birthday—5/20/11
The Crystal Ball 6—5/31/11
The Crystal Ball 7—6/03/11
The Crystal Ball 8—6/13/11
The Laboratory—6/30/11
The Laboratory 2—7/07/11
The Laboratory 3—7/14/11
The Laboratory 4—7/21/11
The Laboratory 5—7/28/11
Conventional Wisdom—8/08/11
Hardwiring—8/12/11
Hardwiring 2—8/18/11
Sepsis—8/26/11
Sepsis 2—9/07/11
Sepsis 3—9/15/11
The Bad, Good Medication—9/23/11
Series Contents—9/29/11 This contains subtitles or keywords for individual postings in series posted between April 1, 2010 and September 15, 2011.
How Things Happen—10/06/11
The Need for Lean Leadership—Entropy—10/13/11
Lean Leadership 2—10/20/11
Lean Leadership 3—10/28/11
Lean Leadership 4—Servant Leadership—11/03/11
Lean Leadership 5—Links Between Lean Leadership and Servant Leadership—11/11/11
Affinity’s Kaizen Curmudgeon
Tuesday, November 22, 2011
Friday, November 11, 2011
Lean Leadership 5
Links Between Lean Leadership and Servant Leadership
“I trust, Jaded Julie, that you are still willing to play the role of a front-line leader in a generic hospital?”
“No sweat, Curmudge. That’s as easy for me as it is for you to play the role of a cantankerous old codger. I believe last time we promised to describe how servant leadership can be tied with Lean leadership. To me, the most obvious connection would be through the Lean principle of respect for people.”
“Good observation. In manufacturing the Lean manager respects the knowledge and ability of the workers to solve—with coaching—the problems that arise in their process. This should be easier in a hospital, where most of the people in gemba are professionals. In your role, Julie, achieving mutual respect might be the most important element of respect for people. In your unit the ‘people will not care what you know until they know that you care, and they won’t believe the message until they believe the messenger (1).’ “
“I agree, Curmudge. As Hunter has said, ‘Management is what we do; leadership is who we are. Simply knowing how to do the job well has little to do with developing the skills necessary to inspire others to do the job well.’ “
“In our lesson on becoming a servant leader back on May 22, 2008, we mentioned the need to get feedback from one’s direct reports. In doing so, you might tell your people about servant leadership and your efforts to become one. Hopefully they will acquire a stake in your success.”
“Accountability is essential in Lean management, and it’s an important part of servant leadership. Of course, it should not be a problem if people are motivated. ‘Motivation is people moved to action because they want to act. We cannot change anyone; the best we can do is influence their future choices.’ “
“It’s clear to me, that while a servant leader will help his/her people be the best they can be, he will strongly influence them to do so. Here is what Hunter’s book says about accountability: ‘It is immoral not to fire those who can’t do the job. Think about the bad messages we send about our lack of commitment to excellence and our failure to do the right thing.’ ‘The biggest gap in leadership skills is failing to confront people with problems and situations as they arise and to hold them accountable.’ I’ve seen that at all levels, Julie, and I confess to not having acted promptly in at least one case. But that was before Hunter wrote his books.”
“I think I’ve got it, Curmudge. A servant leader is a person of high character who is willing to use ‘tough love’ to help his/her direct reports to be the best they can be. Now here’s a tough problem for you. What about the employee with family responsibilities who simply wants to work her shift and go home as soon as possible? She has little interest in ‘being all she can be.’ ”
“Let’s not overlook the possibility that she might already ‘be all she can be.’ If she really wants to leave promptly, she might be your strongest ally in improving the unit’s efficiently. People in health care usually believe on the day they are hired that what they are doing is important, that it serves a purpose, and adds value to the world. Perhaps between then and now something has caused her to become de-motivated. Your training as a servant leader should help you differentiate between a person with legitimate needs and one who is truly a detriment to the organization. Thus servant leadership doesn’t provide silver bullets; it develops the character to make difficult decisions.”
“Lean is based on continuous improvement, and Lean leadership—supported by servant leadership—is the way we make the improvements happen. Leaders are made, not born, and they don’t leap from the cradle as servant leaders. Becoming a servant leader, like Lean, requires continuous improvement.”
“That’s it, Julie. While one can read books on Lean and servant leadership, one can only accomplish the desired goals of each by continuous efforts in the workplace.”
“Well senescent senior, that’s a lot to learn. But if you can, anybody can.”
Affinity’s Kaizen Curmudgeon
(1) Hunter, James C. The World’s Most Powerful Leadership Principle (Crown Business, 2004)
P.S.—Back on May 22, 2008 we talked about how one might become a servant leader. Anyone who wasn’t reading our blog back then can click on the link and learn about Hardwiring What We Have Learned.
“I trust, Jaded Julie, that you are still willing to play the role of a front-line leader in a generic hospital?”
“No sweat, Curmudge. That’s as easy for me as it is for you to play the role of a cantankerous old codger. I believe last time we promised to describe how servant leadership can be tied with Lean leadership. To me, the most obvious connection would be through the Lean principle of respect for people.”
“Good observation. In manufacturing the Lean manager respects the knowledge and ability of the workers to solve—with coaching—the problems that arise in their process. This should be easier in a hospital, where most of the people in gemba are professionals. In your role, Julie, achieving mutual respect might be the most important element of respect for people. In your unit the ‘people will not care what you know until they know that you care, and they won’t believe the message until they believe the messenger (1).’ “
“I agree, Curmudge. As Hunter has said, ‘Management is what we do; leadership is who we are. Simply knowing how to do the job well has little to do with developing the skills necessary to inspire others to do the job well.’ “
“In our lesson on becoming a servant leader back on May 22, 2008, we mentioned the need to get feedback from one’s direct reports. In doing so, you might tell your people about servant leadership and your efforts to become one. Hopefully they will acquire a stake in your success.”
“Accountability is essential in Lean management, and it’s an important part of servant leadership. Of course, it should not be a problem if people are motivated. ‘Motivation is people moved to action because they want to act. We cannot change anyone; the best we can do is influence their future choices.’ “
“It’s clear to me, that while a servant leader will help his/her people be the best they can be, he will strongly influence them to do so. Here is what Hunter’s book says about accountability: ‘It is immoral not to fire those who can’t do the job. Think about the bad messages we send about our lack of commitment to excellence and our failure to do the right thing.’ ‘The biggest gap in leadership skills is failing to confront people with problems and situations as they arise and to hold them accountable.’ I’ve seen that at all levels, Julie, and I confess to not having acted promptly in at least one case. But that was before Hunter wrote his books.”
“I think I’ve got it, Curmudge. A servant leader is a person of high character who is willing to use ‘tough love’ to help his/her direct reports to be the best they can be. Now here’s a tough problem for you. What about the employee with family responsibilities who simply wants to work her shift and go home as soon as possible? She has little interest in ‘being all she can be.’ ”
“Let’s not overlook the possibility that she might already ‘be all she can be.’ If she really wants to leave promptly, she might be your strongest ally in improving the unit’s efficiently. People in health care usually believe on the day they are hired that what they are doing is important, that it serves a purpose, and adds value to the world. Perhaps between then and now something has caused her to become de-motivated. Your training as a servant leader should help you differentiate between a person with legitimate needs and one who is truly a detriment to the organization. Thus servant leadership doesn’t provide silver bullets; it develops the character to make difficult decisions.”
“Lean is based on continuous improvement, and Lean leadership—supported by servant leadership—is the way we make the improvements happen. Leaders are made, not born, and they don’t leap from the cradle as servant leaders. Becoming a servant leader, like Lean, requires continuous improvement.”
“That’s it, Julie. While one can read books on Lean and servant leadership, one can only accomplish the desired goals of each by continuous efforts in the workplace.”
“Well senescent senior, that’s a lot to learn. But if you can, anybody can.”
Affinity’s Kaizen Curmudgeon
(1) Hunter, James C. The World’s Most Powerful Leadership Principle (Crown Business, 2004)
P.S.—Back on May 22, 2008 we talked about how one might become a servant leader. Anyone who wasn’t reading our blog back then can click on the link and learn about Hardwiring What We Have Learned.
Thursday, November 3, 2011
Lean Leadership 4--Servant Leadership
“Jaded Julie, even though you couldn’t stay for the whole orchestra concert, did you enjoy what you heard?”
"It was great, and as you advised, I listened intently. The first violins all played the same melody, but sometimes the woodwinds or the brass played something different. But it fit together beautifully.”
“That was a countermelody. If the whole orchestra had played exactly the same notes, it might have sounded like a grade-school band. You have observed that when something extra is added to a simple theme, the combined effect is enhanced.”
“I’ve got it, Curmudge. But what does this have to do with Lean? If there’s no connection, this posting will end up in the wastebasket.”
“I used countermelody, Julie, as a metaphor for servant leadership. If you can combine servant leadership with Lean leadership, your performance as a Lean leader will be greatly improved.”
“We talked about servant leadership over three years ago, on May 8, 2008 and also on May 15 and 22. I agree that it’s time for a refresher.”
“Let’s skip the history of servant leadership and get right to today’s lesson. Most of what we will share with readers is found in books by James C. Hunter (1, 2). In fact, much of this posting will simply be quotations from Hunter’s second book. We’ll also reference the statements of authorities that Hunter quoted.”
“Curmudge, I understand that Lean and servant leadership are complementary, but how do they differ?”
“Pretty simple. Lean is organizational; servant leadership is personal. Lean is the organizational culture that we are trying to develop. Servant leadership describes the character that should be a part of a truly successful leader. If all of the managers in an organization were servant leaders, pulling off a Lean transformation should be a slam-dunk.”
“We know intuitively what character means, but how does Hunter define it in the servant leadership context?”
“ ‘Character is our moral maturity and commitment to doing the right thing regardless of personal costs. Character involves the will to respond to stimuli according to values and principles rather than to appetites, urges, whims, or impulses.’ Here are some of the essentials of good character: patience, kindness, humility, respect, selflessness, forgiveness, honesty, and commitment.“
“Presumably, these are also essentials of leadership. Here are some things that others have said about character and leadership: ‘Ninety-nine percent of leadership failures are failures of character (3).’ ‘Leadership is character in action (4).’ ‘There are no weak platoons—only weak leaders (5).’ “
“Julie, we must have said this back in 2008, but it’s worth repeating: Leadership is ‘the skills of influencing people to enthusiastically work toward goals identified as being for the common good, with character that inspires confidence.’ “
“Okay, we’ve tied leadership to character, but how does ‘servant’ enter the picture?”
“Here it is at the most basic level: ‘If you choose to lead, you must serve (6).’ It’s simpler if you consider The Law of the Harvest; you reap what you sow. ‘You sow service and sacrifice; you extend yourself for others and seek their greatest good; you will build influence with them.’ “
“But in the world of commerce and even health care, the word ‘servant’ sounds a bit wimpish.”
“Don’t confuse a servant leader with being a total ‘Mr. Nice Guy,’ Julie. Here’s what Hunter says: ‘The servant leader does not abdicate responsibility to define the mission, set rules governing behavior, set standards, or define accountability. Then the leader helps people meet their legitimate needs so they can become the best they are capable of becoming and effectively accomplish the mission.’ Note that Hunter said ‘needs’ and not ‘wants.’ He illustrates that in this way: ‘If you get your people what they need, they will get you everything that you need. Our leadership will be defined not by what we accomplish but by what we get accomplished through others.’ “
“Old Guy, it looks as if we’ve presented some of the most important elements of servant leadership. I trust that next time we’ll relate servant leadership more closely with Lean leadership.”
Affinity’s Kaizen Curmudgeon
(1) Hunter, James C. The Servant (Crown Business, 1998)
(2) Hunter, James C. The World’s Most Powerful Leadership Principle (Crown Business, 2004)
(3) Schwarzkopf, Norman
(4) Bennis, Warren
(5) Creech, William
(6) Book of Matthew (paraphrased)
"It was great, and as you advised, I listened intently. The first violins all played the same melody, but sometimes the woodwinds or the brass played something different. But it fit together beautifully.”
“That was a countermelody. If the whole orchestra had played exactly the same notes, it might have sounded like a grade-school band. You have observed that when something extra is added to a simple theme, the combined effect is enhanced.”
“I’ve got it, Curmudge. But what does this have to do with Lean? If there’s no connection, this posting will end up in the wastebasket.”
“I used countermelody, Julie, as a metaphor for servant leadership. If you can combine servant leadership with Lean leadership, your performance as a Lean leader will be greatly improved.”
“We talked about servant leadership over three years ago, on May 8, 2008 and also on May 15 and 22. I agree that it’s time for a refresher.”
“Let’s skip the history of servant leadership and get right to today’s lesson. Most of what we will share with readers is found in books by James C. Hunter (1, 2). In fact, much of this posting will simply be quotations from Hunter’s second book. We’ll also reference the statements of authorities that Hunter quoted.”
“Curmudge, I understand that Lean and servant leadership are complementary, but how do they differ?”
“Pretty simple. Lean is organizational; servant leadership is personal. Lean is the organizational culture that we are trying to develop. Servant leadership describes the character that should be a part of a truly successful leader. If all of the managers in an organization were servant leaders, pulling off a Lean transformation should be a slam-dunk.”
“We know intuitively what character means, but how does Hunter define it in the servant leadership context?”
“ ‘Character is our moral maturity and commitment to doing the right thing regardless of personal costs. Character involves the will to respond to stimuli according to values and principles rather than to appetites, urges, whims, or impulses.’ Here are some of the essentials of good character: patience, kindness, humility, respect, selflessness, forgiveness, honesty, and commitment.“
“Presumably, these are also essentials of leadership. Here are some things that others have said about character and leadership: ‘Ninety-nine percent of leadership failures are failures of character (3).’ ‘Leadership is character in action (4).’ ‘There are no weak platoons—only weak leaders (5).’ “
“Julie, we must have said this back in 2008, but it’s worth repeating: Leadership is ‘the skills of influencing people to enthusiastically work toward goals identified as being for the common good, with character that inspires confidence.’ “
“Okay, we’ve tied leadership to character, but how does ‘servant’ enter the picture?”
“Here it is at the most basic level: ‘If you choose to lead, you must serve (6).’ It’s simpler if you consider The Law of the Harvest; you reap what you sow. ‘You sow service and sacrifice; you extend yourself for others and seek their greatest good; you will build influence with them.’ “
“But in the world of commerce and even health care, the word ‘servant’ sounds a bit wimpish.”
“Don’t confuse a servant leader with being a total ‘Mr. Nice Guy,’ Julie. Here’s what Hunter says: ‘The servant leader does not abdicate responsibility to define the mission, set rules governing behavior, set standards, or define accountability. Then the leader helps people meet their legitimate needs so they can become the best they are capable of becoming and effectively accomplish the mission.’ Note that Hunter said ‘needs’ and not ‘wants.’ He illustrates that in this way: ‘If you get your people what they need, they will get you everything that you need. Our leadership will be defined not by what we accomplish but by what we get accomplished through others.’ “
“Old Guy, it looks as if we’ve presented some of the most important elements of servant leadership. I trust that next time we’ll relate servant leadership more closely with Lean leadership.”
Affinity’s Kaizen Curmudgeon
(1) Hunter, James C. The Servant (Crown Business, 1998)
(2) Hunter, James C. The World’s Most Powerful Leadership Principle (Crown Business, 2004)
(3) Schwarzkopf, Norman
(4) Bennis, Warren
(5) Creech, William
(6) Book of Matthew (paraphrased)
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