tag:blogger.com,1999:blog-4654571158555106378.post5870314922994204782..comments2024-02-09T10:47:40.481-06:00Comments on Focus and Leverage: Focus and Leverage Part 296Bob Sproullhttp://www.blogger.com/profile/12778686757724395900noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-4654571158555106378.post-53236020263433226772014-01-28T03:54:14.059-06:002014-01-28T03:54:14.059-06:00Hi Dennis.....the points you have made are all &qu...Hi Dennis.....the points you have made are all "spot on!" I have seen so many companies ignore the true SME's believing incorrectly that because they are in charge that they know better. Listening to the SME's is such a simple change in behavior, but unfortunately one that leadership fails to recognize. Thanks for your comments Dennis and I hope all is going well in your new position? BobBob Sproullhttps://www.blogger.com/profile/12778686757724395900noreply@blogger.comtag:blogger.com,1999:blog-4654571158555106378.post-11965186279851478262014-01-26T10:06:33.701-06:002014-01-26T10:06:33.701-06:00Excellent post, Bob.
I'd like to point out an...Excellent post, Bob.<br /><br />I'd like to point out another reason why involving the SME's is so important.<br /><br />In order to reach and exceed new goals not only means clear intense focus on the key leverage points, it also means a CHANGE in behavior on the part of those doing the work.<br /><br />There are many changes that only require the stroke of the leaders pen. Unfortunately, for leadership, though, most performance improving actions require a change in behavior on the part of those doing the work. Most times signatures come up short.<br /><br />Now, people change behavior because:<br /><br />a) They want to b) there is something in it for them c) it's easier to go on the new way than the old d)and finally some combination of 2 or all three of those. Plus, all of those reasons listed in numbers 1 thru 7 that Bob listed above.<br /><br />Finally, The number 1 mistake I see that Belts, Jonahs, or leadership make is to try to take on everything themselves.<br /><br />They assume the VOC without asking customers or even front line staff (Root Cause: Trying to do it all ones self>)<br /><br />They take the measurements unfortunately mostly lagging metrics(Root Cause: Trying to do it all ones self>)<br /><br />They alone try analyze the problem(s)<br />(Root Cause: Trying to do it all ones self>)<br /><br />They alone try to find the constraint and/or root cause,(Root Cause: Trying to do it all ones self>)<br /><br />They come up with the solution, then they proceed to "implement" the solution usually with a policy change, buying more equipment or the all-time favorite of providing more training. You know, generally spending more money or looking for a way to take that miraculous stroke of the pen is going to change behavior and using the word "hopefully" a lot.<br /><br />Now without engaging any team at <br />all, they wonder why their change is not working or why it's not sustaining. Why? Root Cause: Trying to do it all ones self. <br /><br />IMHO, Belts need to consider themselves facilitators, catalysts, leaders, and servants for the real people who will identify what to change, will develop what to change to, and especially how to make the change happen AND make it stick: the people who do the work of making customers happy- The real Subject Matter Experts: The workforce.<br /><br />Oh and always always always give the team the credit. Imagine if every level of leadership did that! Oh, the cultures we could change and the excellence we could achieve!<br /><br />Dennis GodwinAnonymoushttps://www.blogger.com/profile/15859820003875057604noreply@blogger.com