Tag: communication and lean

Culture Transformation Journey

How do you sell the need for continuous improvement?

Know what matter to your team before you start to sell the need for continuous improvement.

This week I was facilitating a workshop for a group of team leaders and supervisors.  The subject was managing and sustaining 5S.  I asked what their biggest concern is to implement and sustain 5S.  Close to 70% of them answer that selling the need for it.  How do you sell the need for continuous improvement?  How do you get your team to buy in to lean? 

Using benefits to sell the need for continuous improvement

The answer of the workshop participants did not surprise me. My experience tells me that they were right on the money. For a long time, I struggle to get the buy-in of the team. It took me years before I realize what I was doing wrong.

During the launching phase, I talked about the benefits of continuous improvement. For example, for a 5S implementation, I mentioned things like better organization, increased productivity, cleaner machines, and no search for tools. But I failed to tell people what was vital for them.

People respond to what matters to them

Unfortunately, sometimes we forget that who we are is an inherent part of everything we do. Our beliefs, values, and life purpose are at the front and center of all our decisions. Even when we don’t realize that we are doing it, those things guide ours thought process.

Talking about how continuous improvement or 5S will benefit the company will not gain their buy-in. Your team needs to know what is in there for them. We would gain their support when they see how this new initiative connects with their needs and who they are. It is our job to find that connection and communicate it to them. To know that, we have to answer a few questions.

  • What are the most important things for them? – family, community, personal values
  • What higher purpose they pursue? – fighting climate change, curing cancer
  • Their personal goals – professional and personal
  • How do the team feel about their work?  – content, frustrated

Answer their questions and concerns to sell the need for CI  

Every proposed change will encounter resistance or hesitancy. None of those changes will be sustainable unless the team understands and support them. This statement is true for continuous improvement, 5S, or anything else. Job security gained through increased profits or better customer service is a great selling point. However, maybe it is not connected to their values or emotional needs.

To sell the need to change, you need to understand their goals and what they value. When the team sees the relationship between what matters to them and your proposal, buy-in and sustainability have better chances. Ensure that your communication plan highlights that relationship. Also, answer any other questions and concerns they may have before they voice them.  

Culture Transformation Journey, Leadership & Team Development

Good communicators listen, are you a good listener?

Are you a good listener?

Continuous improvement and lean need effective communication for its success.  Lean is a people-centric system, which means that the way you treat and communicate with people is critical for success.  Therefore, for a successful continuous improvement journey, you need to be a good communicator.  One of the characteristics of good communicators is that they listen.  Are you a good listener?

When you go out to the office, shop floor, or construction site, AKA gemba, you ask questions to understand what is happening.  However, you can ask good questions, but if you don’t listen, you are missing the point of visiting gemba.

What is a good listener?

Many people believe that being a good listener is let the other person talk without interruptions. Furthermore, nod or repeat a few words.  It is a common belief that a good listener repeats a few words to confirm that you understand.  But a good listener does more than that.

Continuous improvement fosters an environment of learning and discovery.  Asking the right questions helps to promote curiosity and observation.  Leaders are expected to teach and guide their team through questions.  Good communicators are thoughtful about the questions they ask.  The purpose is to understand and help the speaker to gain a deeper understanding of the situation.  In addition, you want to guide them to uncover more details.  For example, think about the priorities or benefits versus risks. 

A good listener uses active listening

Active listening occurs when you suppress the need to dominate the conversation or provide ways to solve problems.  Instead, you listen and focus on the speaker.  Be empathic with the other person.  Notice the speaker’s body language, tone, and emotions while it speaks.  Recognize the implication of the words by understanding how he/she feels.  

Create a safe environment to have an honest conversation.  Listen with curiosity and ask questions to understand.  Also, watch your body language.  For instance, maintain eye contact and use appropriate gestures.  Show respect by keeping your whole attention on the speaker. 

But there is more to it than listening and asking questions

In addition to asking questions, there is something more a good listener does.  A conversation is an exchange of ideas.  Clarify your doubts and restate their thought to confirm that you understand.  Provide feedback to keep the conservation going.  However, resist the urge to tell what to do.  Build upon the speaker’s ideas, help them to build their self-esteem. Answer their questions honestly and clarify their doubts.

Listening and cultural transformation

Effective communication at every stage of cultural transformation is crucial.  People need to know what, why, how, when, and who.  During the process, leadership work to facilitate the team’s work and develop their skills.  To increase their engagement, daily Gemba walks supported with effective communication are key.  

The team needs to know what the problem is and what you want to accomplish with a continuous improvement strategy.  Moreover, leadership needs to listen to what the team has to say.  If you don’t practice active listening and do something upon the subject of that conversation, the transformation will be broken.