CI 101, Leadership

10 Ways to help your team to build self-discipline

To achieve a successful continuous improvement culture implementation, leadership needs to Develop new behavior patterns.  Leadership will learn new skills and teach them to the team at the same time, which is a monumental task.  Everybody will have to practice self-discipline to let go of old habits and embrace the new ones.  The heart of the continuous improvement or lean system is a highly flexible and motivated team member that is always improving.  How do you motivate your employees while helping them to create new habits?  Here is a list of ten things you can do to help them to build self-discipline.

  1. Model the new behaviors every day, go to gemba, ask with respect, and always explain why.  Set a good example, teach your team how to do it, be consistent and persistent.  
  2. Foster an environment of respect and collaboration.
  3. Encourage daily improvements, kaizen events, PDCA, and root cause analysis.
  4. Take your time to listen, get to know your team, and become a teacher and a facilitator.
  5. Give feedback often, create a reward system, and a formal performance appraisal program, which includes a real development plan.
  6. Give specific instructions and communicate clear expectations, follow-up, and assess.
  7. Ensure everybody knows what performance metrics are used to measure success and make them visible.  
  8. Conduct daily stand-up or huddle meetings, discuss what we did good, what we can improve.  Celebrate the wins!
  9. Promote customer satisfaction to see the process from customer lenses.
  10. Be present, visit the workplace every day, not just when there are problems.  And when you go, acknowledge the good things your team is doing and come back with at least one improvement idea.

When employees participate daily in housekeeping, small improvement steps, problem-solving, and standards review they start to see the difference from the previous culture and understand the benefits of the continuous improvement culture.  Learning and becoming an integral part of the company’s success are ways to make them feel that their work is meaningful, and you appreciate it.  When leadership is showing them what to do and how to do it they not only learn but start to build trust and discipline to do what is expected.

CI 101

How do you develop new behaviors while creating a continuous improvement culture?

As a business owner or top leader of a company, you are thinking about implementing continuous improvement.  This means that you will need a culture change.  To learn how leadership and the team will react to it, you need to understand a few things before.  You need to learn about the current culture and the company history regarding policies, salary systems, and politics, before planning the implementation.  That information will also help you to identify what needs to change and highlight the challenges to create a new culture.  Develop new behavior patterns, is the fourth action from the top leadership to-do list to achieve the elements of a successful CI implementation.  

Commonly, past collective experience is based on thoughts and behaviors that you need to change.  A culture based on disrespect, lack of appreciation, lack of clarity, dysfunctional competition, us versus them mentality, and values talk without action is no longer acceptable.

We need to guide people with a clear, inspiring, and shared vision of the future.  Continuous improvement is not easy, and although it has many sweet rewards, it also has disappointments and brings some failures as well.  Be honest about the challenges in front of them, answer their questions, and never back up from the objective.  Talk the talk, but most importantly, walk the talk, a voice without action will not do any good to gain the trust of your employees.

Leadership must become coaches who are communicating the idea of continuous improvement all the time.  Every leaders’ responsibility is to model the desired behaviors.  Learn and practice lean thinking and promote challenging the status quo.  Prove with actions that it is ok to try and fail as long as you never stop trying.  Show them how to test new ideas using a system like PDCA.  Get used to reflect upon every win, and every loss, share the lesson learned and use them to improve the improvement process.

Leaders should watch for stress reactions, such as threats, resignation, or illness.  They need to work with those affected to understand why and create an action plan.  It is normal to feel high levels of stress or fear because the team is still weighing if they can trust the new culture.  There are many uncertainties during the change, and for that reason, constant, honest, and effective communication is critical.

Set achievable milestones, prioritization, and practice positive feedback.  Develop a fair performance assessment program designed to develop people’s skills and not to punish them.  Avoid anything that can result in frustration or underutilization of individuals. 

As I said before, as long as leadership keeps fulfilling their continuous improvement responsibilities, implementation will keep going and slowly, but surely, the culture will change.