Discussion on Leadership: Exposing the Practices of Active Leadership in Podcast Format
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In the world of Lean management, participative leadership plays a crucial role in fostering a culture of continuous improvement. According to Mohamed Saleh and John Dyer, co-hosts of Behind the Curtain: Adventures in Continuous Improvement, participative leadership is not just about delegating tasks, but about leaders being actively involved in the process.
One of the key aspects of participative leadership in Lean management is the active, hands-on involvement of leaders. Unlike a passive or delegated role, Lean leadership requires leaders to directly engage with their teams and the continuous improvement processes. This means leaders should not just oversee or spectate, but should be part of the action.
Another important aspect is leadership training and participation. Leaders should go through all the training that their employees do, especially regarding teamwork, lean, Six Sigma, and continuous improvement. Ideally, leaders should not only attend but also lead training sessions themselves, as this deepens their understanding and credibility.
Participation in kaizen events is another significant part of leadership participation. Kaizen, meaning continuous improvement, is a practice that leaders are expected to take part in regularly. Participating directly in improvement activities shows leaders are not above the work and fosters a culture of equality and collaboration.
Daily leadership habits are also essential in participative leadership. This includes employee recognition, work observations, and one-on-one coaching to develop employees. These are not one-time tasks but ongoing habits that build continuous improvement as a leadership expectation and culture, not just a formality.
At Toyota, this concept is taken seriously. Every leader is expected to go through every training that they expect their employees to go through, as it relates to teamwork and continuous improvement and lean and Six Sigma. This practice reflects the humility and respect for the work done by all employees.
Saleh emphasizes the importance of attending kaizen events as a sign of respect for every individual and humility. He notes that every person at Toyota, including leaders, is expected to participate in a kaizen event annually. Daily employee recognition and appreciation are also crucial aspects of leadership participation, according to Saleh.
John Dyer suggests that leaders learn a lot more when they have to explain these things in front of a group. He believes that committed leaders are participative leaders. According to him, it would be great if leaders could commit to training and doing the training themselves.
In summary, participative leadership in Lean management, as outlined by Saleh and Dyer, stresses leaders’ full engagement in continuous improvement, modeling behavior through participation, training, and coaching, and fostering respect and humility in everyday leadership practices. This approach not only improves the work environment but also enhances the company's overall performance.
In the realm of participative leadership within Lean management, leaders should also demonstrate proficiency in finance and technology, crucial aspects of modern business, to effectively guide continuous improvement processes. For instance, understanding financial metrics like return on investment (ROI) and cost savings can help leaders rationalize the resources allocated to various improvement initiatives.
Advancements in technology may present challenges and opportunities for business operations, and leadership should embrace technology to streamline processes, improve efficiency, and drive growth. By staying informed about emerging technologies and implementing them judiciously, leaders can show their commitment to fostering a forward-thinking, innovative business culture.
