By Rob Linn

I've witnessed many debates between executives on the relative merits of Lean, Six Sigma, PDCA and scores of other codified problem solving processes. The people are always arguing about which set of problem solving tools is the best. I think they are all missing the point.

What is the point you ask? There is a great story about a Toyota executive attending a Lean conference as a keynote speaker. After his speech he was asked that considering Toyota pioneered Lean why had Toyota executives written only a single book about LEAN and that single book was not a comprehensive “how to” but simply a philosophical commentary on the concept of Lean.

The people are always arguing about which set of problem solving tools is the best. I think they are all missing the point.

He looked a little bemused and said, “Because there is nothing to write about.” His audience asked what he meant by that. “Well, all the book would say is ask the people doing the work if they know what they are supposed to do, do they know how to do it and what stops them from doing it right every time…then ask them the same questions again and again and so forth.”

His point was that the value of any process, whether LEAN, Six Sigma, PDCA, etc. is not the tools advocated by that process. The value is in the mindset that develops in the people over time. A mindset, a culture that is always focused on how to do a better job.

If you go to Amazon.com you will find over 600 “how to” books on Lean process. Yet the founders of the concept have not written a single one of them. These experts know that the tools are easy to learn how to use. The important work is establishing the right mindset in an organization.

The value is in the mindset that develops in the people over time. A mindset, a culture that is always focused on how to do a better job.

Many of my clients think I have a codified process with a set of tools that I always use. I really don’t. I make up new tools all of the time. Sometimes in the middle of a problem solving session! What I have is a mindset that calls me to drive teams to see their circumstances as clearly as possible from as many different angles as possible. I will use any means I can dream up, borrow or steal to make that happen!

That is my recommendation to you. Hold everyone on your management team accountable for continually improving the processes and results in their areas. Do not get hung up on what specific process they use to accomplish this. Let them create the way that will work best with their people. Establish the mindset for continual improvement by relentlessly following up with them to track their progress.

Do not get hung up on what specific process they use to accomplish this. Let them create the way that will work best with their people.

This three-pronged approach of requiring managers to continually work to improve, allowing them the flexibility to do it their own way, and regularly following up to make sure what they are doing is working will establish a mindset for improvement that will be far more valuable than any tool kit you can buy.

Back to Executive Advantage

By Dr. Michael O'Brien

By breaking down the barriers separating departments and empowering your team to think and act according to their own initiative, you can place your leadership team – and therefore your entire organization – on the path to success.

An important aspect of being a successful executive is surrounding yourself with the best team possible. Your leadership skills will guide your team through successes and setbacks, and it is up to these individuals to carry out your vision and rely upon your direction. Because of this, it’s crucial that your team understands your goals and how to achieve them. In addition, they need to feel empowered enough to excel in their roles.

While a quarterback might be the main person orchestrating a drive down the field, he’s only successful if every member of the team is doing their part to block, run, catch and evade the defense. Similarly, although you are ultimately responsible for which direction your company takes, it’s up to your entire team to execute the game plan and work in concert to reach the metaphorical end zone.

“Your team must execute your game plan and work in concert to reach the end zone.”

BREAK DOWN THE SILOS

Bringing together a competent group of team members will only take your enterprise so far if these individuals are compartmentalized and siloed off from each other. A team needs to have open communication along with the space and time required to exchange ideas and bounce suggestions off of each other.

Further, while you need to carve out specific time to focus on strategic development and important decision making, you must arrange for moments when you’re accessible and open with your team as well. Just as you should set aside time in your “Fortress of Solitude,” you should also schedule a sort of “Castle of Camaraderie” that includes either regular open-office periods or a weekly sit-down with team members where anyone can ask questions or suggest solutions.

Not only does this allow your team to contribute to the success of your company, it also reaffirms their integral role within the organization. Top talent wants to be respected and challenged, and by bringing these individuals into your circle you demonstrate your trust and acknowledge their potential to succeed.

It’s important for teams to have open and clear lines of communication with each other and with you.

A team needs to have open communication along with the space and time required to exchange ideas and bounce suggestions off of each other.

EMPOWER YOUR TEAM

Along with breaking down the silos compartmentalizing your team members, you need to ensure these individuals feel empowered to make decisions and contribute to the company’s success. Empowering your team members requires faith in their skills and abilities, which ultimately stems from trusting your instinct that you hired the best people for the job. Provide these individuals with responsibilities that have clear-cut objectives and let them independently develop solutions.

If you micromanage every last detail and step of a task delegated to a team member, you are illustrating to the individual that you do not trust their judgment or decision-making ability. This can sow the seeds of doubt, and even potentially lead to insubordination if the team member thinks their role or input is insubstantial or even meaningless.

As Fortune noted, an empowered and autonomous team boosts productivity, innovation and a sense of project ownership. This is because the sense of empowerment makes individuals feel a greater sense of responsibility for the company and their job. When your team members are invested in the success of their responsibilities as opposed to merely doing their job simply because it’s their job, they are more likely to go above and beyond their baseline obligations and truly put their best feet forward.

By breaking down the barriers separating departments and empowering individuals to think and act according to their own initiative, you can place your leadership team – and therefore your entire organization – on the path to success.