Leadership Assessment & Development

The key to effective Leadership Assessment & Development in your organization (or company) is looking internally for those leaders already there, but who may not presently be in the right positions. All companies have capable people who can become good, effective leaders. You do not have to look outside of your own walls to find these people!

Leadership Assessment & Development is an on-going, continuous process in a High Performance Organization (HPO) for:
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Lean Leadership

Lean Leadership consists of 2 major processes: Managing Change and Managing Transitions. 

Managing Change is the project part, that simply and straightforwardly deals with the “x by y” (do X by Y date) changes required to become a Lean Enterprise by implementing the Lean Tools in your Value Stream.

Managing Transitions is the people part, that not so simply and not so straightforwardly deals with the “z” issues…..what goes on with people required to effectively implement and sustain the Lean changes.

The Lean Leadership workshop uses a Leadership Value Stream that builds the participants capability to both Manage Change and Manage the Trasitions necessary to bring people through the change process.

Content includes:  Transforming Organizational Change, Leader-Manager Assessment, Transition Management, and a Leadership Development Plan (created by each participant in order to improve his/her leadership skills).

Learning Objectives:

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Lean Transformation

Lean Transformation is a change….a radical and far-reaching change….from a traditional functional-based organization to a lean enterprise.  Lean Transformation must be led, it cannot be managed!

The Lean Transformation itself starts with the 5 Lean Principles:

1. Customer Value
2. Mapping the Flow of Value
3. Flow
4. Pull
5. Seek Perfection

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Management System Design (Personal Performance System)

Management work serves and supports the operations and functions that create value in a company. Management is a process that deals with a continuous flow of information, decision making, and communications in order to do what’s right….and do it the right way…on an on-going basis.

Management Systems Design addresses management itself as a system at these 5 levels:

1. The Operating Management level: getting the day-to-day work done effectively and efficiently.
2. The Standardization & Coordinating Management level: keeping the various organization units working well together.
3. The Measurement & Accountability Management level: measuring and using data to keep the system healthy and growing.
4. The Renewal Management level: benchmarking competitive position, looking at customer expectations, wants, and needs, and developing the organization for the future.
5. The Strategic Management level: ensuring clarity of purpose, commitment, and consensus to the organization’s vision, mission, and strategies.

Management Systems Design enables organizations to develop the management structures, roles and responsibilities, processes, and relationships necessary to achieve viable and effective management.

Learning Objectives:
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Supervisory Assessment and Development

Supervisory Assessment and Development is a process to provide accurate and comprehensive feedback to the supervisor so s/he can use it to improve her/his performance. It is based on 10 “standard of excellence” categories and is best used in a 360-degree assessment and feedback process.

Here the word Supervisor means anyone who directs the work of others. Job titles fitting this description would be: supervisor, foreman, group leader, manager, director, team leader, coach, etc.

Learning Objectives:

There are 10 statements detailing the content of each of these supervisory performance dimensions:
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Transition Manager

The Transition Manager presents 8 different options for job descriptions of a manager who’s being identified to lead an organization transition from a current to a future state. 

The role selected depends on your definition of what kind of transtion is appropriate for this change effort.

All roles work and are effective, but each is unique as well.

The 8 Roles are:

1. Project Manager Role (focal point for changes during the transition)
2. Training Role (defines and coordinates training required for the transition)
3. Leadership Role (catalyst for the changes…leads the way) 
4. Sponsorship Role (surrogate manager sponsoring the changes)
5. Transition Role (insures all elements of the transition are managed appropriately)
6. Change Management Role (creates and manages “breakthrough” projects for transition)
7. Facilitator Role (facilitates the changes required for transition)
8. Implementation Manager Role (leads the implementation of the future state)

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Visioning

Visioning has to do with creating and communicating an organizational vision that others can see themselves being successful with and in. Visioning is a creative process. It is also an inclusive process, not to be done alone.

Visions are more than just dreams….they are dreams put in action. They are not about some imaginary place or point in time that can never be reached. They are not about the “ideal”. Visions are achievable future states that can be attained, albeit with “stretch” from the current state.

The Visioning Process is a spiral of Fact-Finding, Problem-Finding, Idea-Finding, Solution-Finding, and Acceptance-Finding repeated over and over again until desires are reached.

In pursuing the Vision, the Visionizer proceeds from examining “what is” to exploring “what might be”, to judging “what ought to be”, to assessing “what can presently be”, to deciding “what will I commit to do now”, to action that becomes the new “what is”.

Visioning is a very powerful (the most powerful?) change process in a high performance organization (HPO).

Learning Objectives:

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