How generational changes affect lean transformation
There are many environmental factors that affect the lean community and their work towards lean transformation. Some of these factors are positive and some are negative. Bad lean implementations hurts the reputation of lean. The weak economy shook out some of the bad implementation, and refocused many of the good ones.
The changing generation of leaders in organizations is another one. Most lean transformations of the last 20 years requires the changing of leadership behaviors. It required taking people trained in command-and-control and converting them to engaged and empowering. Of course, that’s a gross oversimplification, and some leaders were more prepared than others, but it still required that transformation.
What we see today is leaders taking the helm, anywhere from Plant Manager to CEO to the Board room, who’s professional path always included lean. These leaders learned lean on the job. They don’t have to be convinced. They don’t need to be transformed. They are lean thinkers. They acted as lean change agents trying to transform leaders, and now they are in positions of power and influence.
A great example is John Krafcik. He was a researcher at MIT when he coined the term “lean.” He is now the CEO of Hyundai Motor America, one of the fastest improving auto companies in the world.
We also see people entering the workforce as ready-to-go lean change agents, such as Christina Kach who just started blogging on Mark Graban’s blog.Why is all of this important?
Because it changes how lean transformation must work. It changes the set of problems that we have. Lean leaders still need to be developed. But it’s often no-longer about buy-in. It’s not about converting old behaviors. It’s about enabling and leveraging the ones that leaders already have.
Here’s what happens if we don’t change your approaches for these new situations. If you try to engage leaders who are already onboard with an approach designed for leaders who are resisting, you are likely to take steps backwards and lose your change to engage. If you take new already-lean-educated employees and try to start with too basic approach, they will likely lose interest as well.
The landscape of lean is changing. Your approaches must change with with it.
Reflection question: How have you see the face of lean leadership change? And how are you adapting to it?
I don’t really think there is a change. People have been saying this same kind of thing: the only time change will come is “when the dinosaurs die and new leaders can rise” for, at least, decades. I have seen the dinosaurs leave and be replaced by a new generation and essentially nothing change. I think we overestimate the importance of age/generations.
The point of people trained in a new way of doing things may help. I am skeptical though. Organizational cultures have a way of killing off sensible ideas and maintaining their culture. I am not convinced just being a new generation gives you some special ability to change the culture. I know we (in our societal culture) love to ascribe traits to generations. I find it much more like astrology than a sensible description of reality.
I don’t really think there is a change. People have been saying this same kind of thing: the only time change will come is “when the dinosaurs die and new leaders can rise” for, at least, decades. I have seen the dinosaurs leave and be replaced by a new generation and essentially nothing change. I think we overestimate the importance of age/generations.
The point of people trained in a new way of doing things may help. I am skeptical though. Organizational cultures have a way of killing off sensible ideas and maintaining their culture. I am not convinced just being a new generation gives you some special ability to change the culture. I know we (in our societal culture) love to ascribe traits to generations. I find it much more like astrology than a sensible description of reality.
I don’t really think there is a change. People have been saying this same kind of thing: the only time change will come is “when the dinosaurs die and new leaders can rise” for, at least, decades. I have seen the dinosaurs leave and be replaced by a new generation and essentially nothing change. I think we overestimate the importance of age/generations.
The point of people trained in a new way of doing things may help. I am skeptical though. Organizational cultures have a way of killing off sensible ideas and maintaining their culture. I am not convinced just being a new generation gives you some special ability to change the culture. I know we (in our societal culture) love to ascribe traits to generations. I find it much more like astrology than a sensible description of reality.
Agree and disagree.
I agree that it doesn’t give you any special ability to change the culture. That’s still hard work.
But on the disagree, I don’t just believe but have seen numerous examples of leaders “born” into lean learning become leaders in executive roles including CEOs and being strong lean leaders from the start of the role.
Also, although I think this is good, my PRIMARY point is that it is different. You should adjust your approach. For example, on the “how it’s worse” side, these leaders don’t understand why someone else doesn’t get it, because it’s the only thing they know. Because of that, they can lack empathy and understanding of how to get someone else on board. That’s by way to explain, these leaders are different, and lean strategies must change their approach to adapt.
Agree and disagree.
I agree that it doesn’t give you any special ability to change the culture. That’s still hard work.
But on the disagree, I don’t just believe but have seen numerous examples of leaders “born” into lean learning become leaders in executive roles including CEOs and being strong lean leaders from the start of the role.
Also, although I think this is good, my PRIMARY point is that it is different. You should adjust your approach. For example, on the “how it’s worse” side, these leaders don’t understand why someone else doesn’t get it, because it’s the only thing they know. Because of that, they can lack empathy and understanding of how to get someone else on board. That’s by way to explain, these leaders are different, and lean strategies must change their approach to adapt.
Agree and disagree.
I agree that it doesn’t give you any special ability to change the culture. That’s still hard work.
But on the disagree, I don’t just believe but have seen numerous examples of leaders “born” into lean learning become leaders in executive roles including CEOs and being strong lean leaders from the start of the role.
Also, although I think this is good, my PRIMARY point is that it is different. You should adjust your approach. For example, on the “how it’s worse” side, these leaders don’t understand why someone else doesn’t get it, because it’s the only thing they know. Because of that, they can lack empathy and understanding of how to get someone else on board. That’s by way to explain, these leaders are different, and lean strategies must change their approach to adapt.