People Centric Leadership

Research into the leadership journey of award winning organisations on their way to best in class performance reveals similarities in their transitional steps from zero to hero.

Only around 1% of organisations that start that journey achieve success. Below are Four things that the Leaders in those 1% of companies do better than the rest.

  • Develop People Centric Leaders

    Although each improvement journey is unique, a number of common themes emerge from research into successful improvement journeys. Those that made the fastest progress did so by creating the opportunity for local leaders to adopt a People Centric Leadership approach using workplace projects. That provided a real world opportunity to change mindsets and build new workplace relationships whilst systematically resolving the causes of recurring problems.

    The outcomes included more stable and resilient performance allowing the delegation of routine tasks to front line teams. That in turn released more time for higher added value activities. Below is an overview of the common transitions on that journey. Each one building on the previous one.

    Workplace projects also provide evidence of engagement and changes in outlook that signpost progress towards the next stage of the journey.

    From Problem Solving to Focussed Improvement

    This is a stage characterised by a shift from fixing problems as they occur to systematically delivering a specific improvement result. The most successful organisations are those who strive to achieve a specific operational future state vision. Those that approach each problem as a series of unconnected issues do less well.

    From Supervisor to First Line Manager

    As organisations progress out of reactive management, First line manager accountabilities transition from keeping watch over direct reports to one of management of processes to:

    • Set standards and assure adherence
    • Simplify procedures using visual management
    • Formalise best practice through training and on the job coaching
    • Identify and address gaps in front line management processes.

    The fastest progress through this transition is achieved by those using cross functional team based wokrplace learning projects that include the development of First Line Management competence to:

    • Coach direct reports
    • Develop self managed team capabilities
    • Improve customer and product profitability by targeting technical/process improvement priorities as part of a cross functional improvement team.

    From Problem Solving to Minor Defect Prevention

    As unplanned downtime is reduced, to maintain a creative pressure for improvement, exemplar organisations develop front line skills to reduce the causes of minor quality defects. The outcomes are

    • Changes in performance management mindset from managing past failures to targeting future opportunities
    • Engagement of front line personnel in routine area management tasks to release engineering, management and specialist time
    • Changes in the accountabilities of engineering and specialist personnel to carry out higher added value tasks.

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