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Leadership and Management
Are They The Same??

 

 

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We can talk about “management” and mean Leadership.  We can talk about “Leadership” and mean management.  It is, however, important to distinguish between the two concepts.  Leaders may not have a title while some people with titles may have poor Leadership abilities.  In a global economy, managers must be educated on productive leadership principles and skills in order to perform the job of Leader, Coach, Mentor, and Teacher.

Unfortunately, there are many of the “old style” and dictatorial-type “bosses” who claim to be leaders but they only lead with an iron-hand, “do-as-I-say” managers.  The Managers who are really the old-style bosses are

             -Slow and Cautious
          -Protectors of the Status Quo
          -Fearful of Uncertainty and Change
          -Conformists
          -Concerned with Job Titles
          -Aggressive with Authority using Fear, Silence, Criticism, and Blame
        
-The Only Decision Makers
         -They solved Conflicts with Authority
         -Withheld Information from their Workers

Yes, the business world of today still needs managers.  What it does not need are more bosses.  The Global Economy demands better management and better leadership:

            -Managers keep consistency and order
          -Leaders are visionaries, risk takers, promoters of change

Features of The New Manager-Leader

WHERE ARE THE LEADERS?

Since Lean managers/leaders are needed for global competition, many companies have Leadership training programs to “grow” leaders within their organization.  Leadership principles are taught, and the leadership trainees are given time to practice and gain experience.  These training programs help companies identify those individuals with the best Leadership potential.  The goal of Leadership training is to develop skills to create an atmosphere where:

            -People Cooperate, fewer Conflicts
          -People Think – Leader Facilitates
          -People are Proud, not Afraid
          -People Achieve Goals, not just Follow Orders
          -People know Their Equipment, Processes, & Product
          -Leaders Focus on Lean and Continuous Improvement

An effective Leader creates an atmosphere of positive Lean culture.  This person is skilled in motivation techniques and listens (really listens) to new ideas, suggestions, and feedback.  An effective Leader knows why the team concept is important to the entire Lean Office Kaizen implementation and will support the team through change and uncertainty.  This Leader knows why it is important to celebrate success, reward good work, and create joy.

In a recent survey by The Conference Board of top management concerns, 30% of CEO’s said that “developing and retraining potential leaders (is) one of their top three management issues.”  Customer retention and reducing costs are the other two concerns.  The current critical need is for companies to focus on finding their new leadership as soon as possible, first within their own work force and second, by attracting the best leadership candidates to come and work for them.

 

LEADING THROUGH THE CHALLENGES OF CHANGE

Why do some people welcome change?  Why do most people resist it?  One example of the first is what we could call “change junkies.”  They change their appearance, quit their jobs, sell their homes, and open their own businesses.  They are energetic and easily bored.  Many times, one lifestyle change can lead to more changes.  An example of the second type is a person who has worked at the same company for many years, at the same desk, same boss, etc.  Does this person love their job or are they mainly concerned with a feeling of security? 

That first step towards change is frightening; the second step is usually a little easier.  It is the same for the workplace – start with small improvements (kaizens) and gradually increase the amount of processes/procedure changes.  Hoping that just by ignoring it a bad situation will improve by itself (called the ostrich effect) only makes a bad situation worse.  The challenge of change must be met or the consequence is continuous loss until the doors are closed forever.

          -“…the most valuable characteristic of senior managers leading transformation (change)…is the ability to induce people to change themselves – to create a new work culture.  Culture change must overcome the legacies of the past.  Legacies are old software systems and old processes, but most of all old habits and behaviors…old software and old processes can change when there is a will, but crating the will is a leadership challenge.  Behavioral legacies die hard.”
          -“The Kaizen Blitz”

Rapidly advancing technologies make the global markets more complicated and more competitive.  That is the good news.  These fast-paced changes create more problems, especially in the company office.  That is not the bad news but more good news.  Facing all these changes (opportunities) with an open, positive attitude is the basis of good Leadership.  Not handling these changes by using the “old boss” type tactics will result in lay-offs, bankruptcy, relocation to other countries, and closings.

Some things we can definitely say about change is:

          -CHANGE is Confusing
          -CHANGE is Scary
          -CHANGE is Unpredictable
          -CHANGE is Rapid
          -CHANGE is Radical
          -CHANGE is Controllable
          -CHANGE is Normal
          -CHANGE IS OPPORTUNITY!

Why is change opportunity?  In Lean Office Kaizen problems are called “opportunities,” and the participants discover these opportunities.  How? They discover them by having an awareness of their surroundings and working in an atmosphere of accepting new ideas. 

Did you know:

          -Campbell’s had no soup in its first 200 canned products.
          -Life Savers had no hole in the middle of their candy for the first 17 years.
          -Wrigley did not make its own gum for 20 years.  They contracted the work outside the company.  Today, they make gum for their competitors.

These successful companies, and many more like them, were open to new ideas and welcomed change.

Why is change normal?  It is dangerous to expect everything to stay the same.  The world is in constant change.  Civilizations have come and gone, leaving their marks on the world.  Good times are followed by bad times, followed by good times, and so on.

Consider this event in history:  Unemployment was everywhere.  The weather was bad; no crops, terrible depression.  There was a strong threat of communism and socialism.  The Leader instituted wage and price controls and paid farmers not to grow crops.  He started a public works program to build bridges and government buildings by employing out-of-work people.  When was this?  The 1930’s?  Not exactly.  This also happened in China in 180 B.C. during the reign of Emperor Wu Dee.

 

Lean Office Basics

Module 1 - The Path to a Cost Effective Administration
Module 2 - Installing Lean Office Kaizen How to Get There
Module 3 - Where do we Start?
Module 4 - Are Leadership and Management the Same?
Module 5 - The Essential Leadership Skills Needed
Module 6 - Your Sources of Power
Module 7 - Risk Taking... Comes with It!
The TOOLS! - Lean Office Kaizen Tools
Obviously Leadership is our First Tool and all the above pages are devoted to decribe it.
2nd Tool - THE PARETO PRINCIPLE
3rd Tool - The 5S – CLEANLINESS AND ORDERLINESS
4th Tool: Just In Time
5th Tool - Zero Quality Control or Autonomous Quality
6th Tool - Standardized Work – Cross-Training – Cellular Operation
   

 

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Enrique Mora
Lean Management Training
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This page last updated on

2 August, 2009 10:39

 

 

 

 

 

 

 

 

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