Category: Leadership
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Think through the unintended negative downsides of what you reward.
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Set up a system of apprenticeship at work.
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Either you write the group’s norms, or someone will do it for you.
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The key to increasing speed in a project is not to work faster, but to remove the waste of waiting between each step.
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When planning a major project, try to spend less than one third of the available time yourself, so that the next level below you has sufficient planning time.
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Don’t be afraid to show your thinking and talk about potential down-sides in your strategy.
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Avoid an either/or-mindset by coming up with a range of ideas.
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Use a predictable method for how to prepare, make and execute difficult decisions in your leadership team.
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Put yourself in the shoes of your boss’ boss. It will give you the bigger picture, and help your manager.
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Make sure everyone (including you) knows the overarching purpose of what you are doing.
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You empower people by sharing information, not detailed instructions.
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Make sure you have a mix of short-term projects, and long-term, less certain, strategic projects.
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To focus your strategy, be clear on what you are saying no to.
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Any measure stops being useful if you make it into a target.
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Create a scoreboard that will tell you at a glance whether you are winning.
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Whenever possible, use visual aids to improve the work.
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Good craftspeople use good tools. So should your team.
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Ask: “What is getting in the way of our doing work we are proud of?” Work towards eliminating complexity at work.
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Use a structured conversation, such as the A3-problem solving method, or Toyota Kata-questions, to increase your team’s ability to improve.
First Forty 