|
|
||
|
The misconception that Lean principles are exclusive to manufacturing or production environments is a significant oversight. I first learned about Lean thinking while working at Toyota in 2001. From then on, Lean has been a part of my life professionally and personally. Lean thinking went with me and contributed to my success at BlackBerry. It greatly challenged my thinking when I continued as the leader of the Canadian operations at Amazon. As someone deeply immersed in Lean methodologies within my business today and throughout my career, I've witnessed firsthand the transformative power of Lean thinking on and beyond the factory floor.
Initially conceived by Toyota to optimize production processes, Lean management principles have transcended their origins and found success across a spectrum of industries. This adaptability is a testament to the fundamental effectiveness of Lean methodologies in driving operational excellence and fostering continuous improvement.
It's crucial to recognize that Lean isn't bound by industry constraints; rather, its core tenets of efficiency, waste reduction, and customer-centricity can be applied to any organizational context. By embracing Lean practices, businesses in service-oriented sectors such as healthcare, finance, and hospitality can unlock untapped potential for enhancing efficiency and elevating customer satisfaction.
In essence, the application of Lean thinking in service industries isn't just a possibility; it's a strategic imperative. By delving into how Lean methodologies can streamline processes, minimize waste, and optimize resource utilization, we can unearth opportunities for significant improvements across diverse sectors. So, let's take a deeper look into how Lean principles can revolutionize service-oriented industries and pave the way for unparalleled success and growth.
Understanding Lean Thinking in Services
Lean thinking is rooted in the concept of continuous improvement and the elimination of waste. While manufacturing environments traditionally embraced these principles, service industries are increasingly recognizing the value of Lean thinking in streamlining their operations. In service-oriented sectors such as healthcare, finance, and hospitality, Lean principles can be tailored to address the unique challenges and opportunities present.
To begin with, we must first think of processes. Every job has a process, and that is where we can start implementing lean. When jobs have repeating tasks in a specific order, we can view them as a one-directional flow of productivity.
For example, when you consider a hairdresser, you might think there is no way that lean thinking can improve the process of something so creative and variable. But when you break down the tasks a hairstylist goes through, you begin to see the same process unfold: The client walks in, sits in the chair, and describes what they want to be done. The stylist washes, trims/colours the hair, and styles it, and the customer pays and leaves.
When you view each part of the process through a lean lens, the elements will become clear, and you will know which steps improve overall customer satisfaction. Perhaps tools are much farther away than they need to be, maybe the colour station (where hair dies are mixed) is in the back of the building, and the stylist has to walk back and forth multiple times during the appointment to mix colours. Is there a way to standardize popular colour combinations? Is there a standard order of tasks based on specific needs, such as a haircut vs. highlights?
Lean can be applied anywhere; it just changes how it is achieved. Next, I'd like to offer some case studies that highlight how specific elements of Lean can be applied to other service industry needs. Value Stream Mapping in Service Delivery
We have all been there! You go to the doctor's office for your regular check-up. You arrive on time. There is no one else in the waiting room, and then you sit... for an hour.. waiting to go to the examination room. Then once you finally reach the examination room, you sit and wait for twenty minutes for the nurse to come in and ask you all the required questions so that you can sit and wait for ANOTHER fifteen minutes for the doctor to finally come in and tell you everything looks good and see you in a year. What if Doctors' offices and hospitals utilized value stream mapping to improve service delivery?
One key aspect of Lean thinking is the application of value stream mapping to visualize and analyze the flow of processes. In service industries, understanding the entire value stream is crucial for identifying areas of improvement. For instance, a healthcare provider may use value stream mapping to optimize the patient journey from appointment scheduling to post-treatment follow-up. By eliminating unnecessary steps and bottlenecks, organizations can enhance the overall efficiency of service delivery.
Kaizen in Customer Service: A Continuous Improvement Approach
Kaizen is an incredible tool for any process. All jobs involve some element of the process. There will always be specific tasks that you have to do daily, weekly, monthly, and yearly. While some tasks may be more repetitive than others in certain industries, there are always processes to work with to implement lean thinking.
Think about a restaurant: Every new guest starts the same process: Greet guest(s) at the door and take them to their table. Provide a menu and drink/food recommendations. Take their order, deliver it, and then provide any additional top-ups or requests. Clear dishes as necessary until the bill is provided. Clean the table... Repeat.
What if Kaizen was introduced to this restaurant process? By consistently employing Kaizen methodologies, the restaurant examines and refines elements such as menu efficiency, order processing times, and guest satisfaction procedures. Something as simple as keeping condiments on the table instead of requiring servers to supply condiments on request can save a lot of wasted time and motion of the serving staff and increase customer satisfaction and impression of the meal. Through the implementation of incremental adjustments, the establishment can realize substantial progress in both customer contentment and operational effectiveness. Let's examine a few compelling case studies to illustrate the tangible benefits of Lean thinking in service industries.
Case Study 1: Improving Patient Flow in Healthcare
Background:
Lean Implementation:
Results:
Case Study 2: Lean Thinking in Financial Services
Background:
Lean Implementation:
Results: Case Study 3: Lean in Hospitality: Optimizing Guest Experiences
Background:
Lean Implementation:
Results:
Quick Read
Initially devised for manufacturing, lean thinking has shown remarkable versatility across various sectors. Lean principles are tailored to enhance efficiency and customer satisfaction in service industries like healthcare, finance, and hospitality. Organizations can streamline processes and drive continuous improvement by applying Lean concepts such as value stream mapping and Kaizen.
In healthcare, Lean methodologies have led to a 20% reduction in patient wait times and increased satisfaction. Financial institutions adopting Lean strategies reduced loan approval times by 30%, while a luxury hotel chain saw a 25% decrease in check-in times and a 15% rise in room occupancy rates.
These case studies illustrate how Lean principles can transform service delivery, improving operational efficiency and customer experiences. Regardless of the industry, Lean thinking fosters a culture of innovation and waste reduction, enabling organizations to thrive in today's competitive landscape.
The application of Lean thinking in service industries is possible and has proven to be a catalyst for transformative change. As illustrated by the case studies, organizations that embrace Lean principles in service delivery can achieve operational excellence, enhance customer satisfaction, and gain a competitive edge. Whether in healthcare, finance, or hospitality, Lean thinking offers a systematic and adaptable approach to continuous improvement. By fostering a culture of efficiency, waste reduction, and innovation, service-oriented sectors can navigate the complexities of the modern business landscape with confidence and success.
Related Articles:
Continuous improvement: The Heart of Lean Philosophy 10 Important Steps to Effective Gemba Walks of "Go See" Prioritized Leader Actions are for, Well, EVERYONE! Looking for Evidence Through Gemba Leadership Development includes Learning to 'See' Conflicts Of Planning Line Trials High Performance Leadership Essentials For High Performance Teams
Writers Note: Please note that these case studies are not based on any clients of HPL. These case studies and statistics are based on the average of multiple studies done on lean within each of these industries. |
||
|
||
|
||
|
|
|
||
|
In the fast-paced world we live in, achieving personal and professional success requires careful planning and strategic thinking. A well-organized planner is an indispensable tool for individuals seeking to navigate the complexities of their lives and reach their goals. In this comprehensive guide, we will explore how to effectively use the free HPL 2024 Goal Planner that incorporates key elements such as SWOT analysis, SMART goals, brainstorming functions, short-term goals (1-2 years), and long-term goals (3-5 years), along with a goal breakdown to ensure a systematic approach to success!
Click here to skip to the summary!
Why Goals, Instead of New Year's Resolutions? There are many statistics out there with some studies indicating that up to 80% of New Year's resolutions fail. Why? Our view is they are usually just statements made without any real plan to achieve, lack support mechanisms, or don't have new habit-formation actions. It's easy when you are sitting on the couch stuffed with good food and amply plied with booze to say "I'm going to be healthier next year!", but what steps do you take to make that happen? How do you know when you have achieved that goal? what motivates you to work towards that goal? For these reasons, We believe that Goals and Objectives eat New Year's resolutions for breakfast, every time!
Click to Download FREE Planner
Understanding Your Strengths, Weaknesses, Opportunities, and Threats (SWOT Analysis)
The first step in crafting a successful plan is to conduct a thorough SWOT analysis. This strategic planning tool involves assessing your internal strengths and weaknesses, as well as external opportunities and threats. SWOT analysis is generally a tool used by organizations to set goals and bring teams together on issues. While it is a great tool to use in a professional environment, many may not consider it for personal goals as well. By understanding these factors, you can create a foundation for setting realistic and achievable goals.
Strengths: Identify your unique skills, attributes, and resources that give you a competitive advantage. What are you good at? Where do you succeed easily?
Weaknesses: Acknowledge areas where you may need improvement or additional support. Areas of strain or stress. This is not to beat yourself up about; this is a logical reflection of where you need to see improvements or change. Example: "I am always busy being busy", "My Supervisor has mentioned I need to improve my communication on the status of my projects".
Utilizing Brainstorming
Dreams don't need to be earth-shattering, but these dreams also don't need to be limited. This section is not for judgment or for you to ask "how"; this is a safe place to dream up the life you want!
Setting SMART Goals Now, place your SWOT analysis next to your brainstorming sheet. Compare the two pages and decide if they work together, against, or are completely different. Do you have new goals you want to add to your dream board based on your SWOT analysis? Do your dreams seem unachievable next to your SWOT? If so, don't panic! Begin to look for ways to break down these dreams into SMART Goals.
SMART goals are Specific, Measurable, Achievable, Relevant, and Time-bound. They provide a structured framework to guide your efforts and ensure your objectives are well-defined and attainable. This makes goals like "I want to be healthier" impossible. Goals like this are very common, but they are unachievable because they are much too vague. Try framing your goals as smart goals.
Crafting Short-Term and Long-Term Goals Now that you have your SMART goals laid out, you can see how large a goal they are and if they may require further breakdown. For example, a long-term goal might be getting a master's degree, while a short-term goal will be achieving an 85% in your current classes. The short-term goals add up to or contribute towards the long-term goal over time.
Differentiating between short-term and long-term goals is crucial for effective planning. Short-term goals provide stepping stones toward your larger, long-term objectives. Consider the following when crafting these goals:
Short-Term Goals: Focus on achieving objectives within the next 1-2 years, breaking down larger aspirations into manageable tasks. You can break these goals down even further into quarterly, monthly, weekly, and even daily.
Goal Breakdown
A goal breakdown is a detailed analysis of each goal, helping you understand the "why," "how," "when," and the actionable steps required to achieve success. While many of these steps have already been discussed in the SMART goals section, these pages are very helpful in making your plan actionable and organized all in one place.
Click to Download FREE Planner
Don't forget to add in rewards for yourself at milestones or look for ways to stay motivated and encouraging! Celebrate consistency and small wins. Looking back at your original SWOT analysis, are there any threats to your goals? How can you overcome them? Look for more ways to break it down and problem-solve. Just remember that you can plan and break things down as much as you want, but to achieve your goals requires action. Don't analyze your goals to death, and fail to start out on the first step. New beginnings take place every day, not just on January 1st.
By incorporating SWOT analysis, SMART goals, brainstorming, short-term and long-term goal planning, and a detailed goal breakdown into your planner, you empower yourself with a comprehensive roadmap for success. Regularly revisit and update your plan to adapt to changing circumstances and ensure continued progress toward your aspirations. Remember, the ultimate planner is not just a tool; it's your personal guide to mastering success in every aspect of your life!
Click to Download FREE Planner
Another way to help keep you on track with your goals is to put them somewhere visible, like at your desk or in your kitchen. Somewhere, you can see them and be reminded daily of what you are working towards. This is not meant to be a bat for when your plans/goals go off the rails; it is a motivator and a reminder to continue pushing forward.
It's also important to track your progress. If you have daily action items, make sure you have a way to measure your progress. Check out our other post on Prioritized Leader Actions on how this works!
Let us know if you have any questions or if you have a way to plan your goals more effectively. If all of this seems overwhelming, please feel free to book a coaching session, and we will help you every step of the way to achieve your 2024 goals!
Other Relevant Articles: Prioritized Leader Actions are for, well, EVERYONE! A New Year means a new start! Tips to be quick off the start! Goals and Objectives Eat New Year's Resolutions For Breakfast, Every Time! Leader Standard Work & Hitting Targets Want To Get Organized in 2020? Free Personal Planner & Leader Standardized Work Templates
|
||
|
||
|
||
|
|
|
||
|
Now that you've had a great summer with the family and the kids are excited to return to school, it's finally “me time”! Time for you!
|
||
|
||
|
||
|
||
|
|
|
||
|
This post is a revision from a previously popular post.
I’ve never understood why so few leaders use Leader Standardized Work (LSW). Talking with many leaders over the years, the explanation I hear most is that they don't have standard repeatable work or tasks. Baloney! All leaders have regular actions that they must or want to take on an ongoing basis. Examples include budget reviews, team member 1:1s, Gemba (go to the workplace), submitting your monthly business expenses, and many others. So if the "standardized work" wording is a barrier to using LSW, in HPL's new fall 'Lunch and Lead' program called "4-steps to Time Shifting - making time for the things that really matter", I've rephrased it to "Prioritized Leader Actions" or PLA. Ultimately, I think it more accurately reflects the intent relating to leadership responsibilities. Leaders are too often 'fighting fires,' and I believe a significant cause of this is that they are not proactive enough! Yes, it's only a name change, but unfortunately, I think the name LSW casts a negative perception on many to the point that they don't even consider it. So, let's talk about Prioritized Leader Actions (PLA)!
I’ve found PLA to be a great tool to help me be a more consistent and effective leader. I’ve used PLA for years. For me, it’s my little voice reminding me of the most important things I need to do or that I want to do to be successful when leading. These are my priorities. Regardless of your responsibility, there is an inevitable component of it that is repeatable; therefore, Prioritized Leader Actions are for, well, everyone! It's not just a manufacturing thing!!!
Here are some key points I found helpful when it comes to PLA:
1. Set up PLA with a designated section for daily, weekly, monthly and Mid-long term (quarterly, semi-annual) based on the frequency of completion of the task or action.
2. Place tasks in the PLA that are important to YOU that you must get done and those that you want to complete, check, or confirm because they are essential to you or your business.
3. Set your PLA up on a monthly basis, refreshing it at the beginning of each month.
4. Have a method within the PLA to indicate which days you are on vacation and identify when you are out of the office on business. Doing so will help you plan more effectively when you complete tasks, or it will provide you with the opportunity to delegate if necessary.
5. PLA should be dynamic, not static. It’s OK to add and remove items from your PLA. However, as priorities change, new systems develop, metrics improve or degrade, you may find that you need to adjust what you’re doing or what you’re checking and confirming.
6. PLA is for you, not anyone else. It’s OK to show people your PLA, but I don’t advocate posting it. It’s more effective if you carry it with you at all times to help you execute it versus showing others. As a leader, you should also check your team's PLA periodically.
7. If you’re not getting to something on your PLA, don’t beat yourself up; instead, find the root cause for not getting it done and determine what you need to do differently to achieve it. After all, the items on your PLA were put there by you because you either need to get them done as a core responsibility of your job or they are most important to you. Then, use it to improve your self-discipline, motivate you, or remind you to just do it!
8. PLA must be integral to your planning system and routine. It must integrate with your schedule, follow-up system, and to-do lists.
9. Print out your PLA for the month, update it daily as you complete tasks daily, and “pencil” in additional PLA tasks as you’re thinking of them throughout the month.
10. When you get busy, that’s when you need your PLA the most. Please don’t abandon it, then. Instead, use it to help you get the most important things done. Then, when you can’t do everything, use it to make an informed decision as to what will and will not get done.
I use an Excel spreadsheet for my PLA. To make things easier, I've added some conditional formatting for the visibility of weekends, business travel, or when out on vacation. I prepare the PLA for the month, print it out, and then use it daily by marking tasks using a pen. PLA is integral to my daily, weekly, and monthly planning system.
Check out our 'Tools' page to download a template of my PLA to use for yourself. Then, modify it as necessary to make it work for you.
I hope you found this helpful. Are there any key points I've missed or, in your experience, you feel are most important? |
||
|
||
|
||
|
||
|
|
|
||
|
One of the best time-saving and perhaps even life-saving things I did was implement 50-minute and 20-minute meetings. The emphasis was on 20-minute meetings as the rule and 50-minute meetings as an exception.
The old saying "the fish grows to the size of the fishbowl" applies to meetings. Most people schedule 60-minute meetings. Why? It's the default setting in most scheduling apps. What happens? Meetings extend to the length of time that the meeting is scheduled! Funny how that is, eh?
Addendum: April 2024
Having shared the idea of 50/20-minute meetings with leaders, I coach or clients that I work with, several have adopted this idea. The feedback has been great! The good news is that most have been able to sustain this practice. Why? Because they felt the difference!
Looking into this further, I found a small study that Microsoft conducted that indicates that our brains need breaks. Their research showed three main takeaways.
1. Time between meetings prevents stress from building up. 2. Back-to-back meetings decrease focus and engagement. 3. Stress levels tend to spike between meetings without a break.
These findings apparently led to the user option of settings for changing the default start times of meetings in Microsoft Outlook, allowing for breaks between meetings.
Setting an agenda that includes expected outcomes, who needs to attend, and what role they play sets a meeting up for success. Each agenda item should have a designated time frame allotted for discussion. Stick to it. Don't let the meeting go sideways by straying from the agenda or taking too long on any one item. There's a great acronym to help organize a meeting called PACER. PACER stands for:
P: Purpose A: Agenda C: Code of conduct for the meeting E: Expectations or outcome of the meeting R: Roles and responsibilities
Common roles and responsibilities typically include a timekeeper, note taker, and process monitor. The process monitor speaks up when discussions start to drift off the agenda, get sidetracked, or fall down the proverbial rabbit hole. They may also need to speak up if attendees are getting frustrated, not being heard or given a chance to engage, or the meeting code of conduct is not being followed.
Stand-up meetings also help keep meetings short! It's not comfortable standing for long periods, so people tend to get more to the point and are less willing to have tangential discussions.
Somewhat related, I often get asked what to do about people showing up late for meetings. This can be very frustrating as it can create delays in starting the meeting, causing the meeting to run late, repeating or reviewing discussions that already took place, and, frankly, it is disrespectful to everyone in attendance.
I found that the most effective, relatively non-intrusive method for dealing with this is to write a simple question on the whiteboard (physical or virtual) for all to see. That question is "What time does the 9:00 AM meeting start?" where 9:00 AM can be changed to align with the start time of the meeting. You don't have to stop the meeting to say anything to anyone arriving late. You don't call anyone out or embarrass them by saying anything or stopping the discussion. They will see this on the board, realize they are late, and realize that everyone in attendance knows they are late. Over time, you should see people's behaviour change and arrive on time for meetings.
I have used this technique frequently throughout my career and have had great success. It doesn't address everyone, but it has a very positive impact without making a scene or needing to set expectations repeatedly. Sometimes, things are beyond someone's ability to control, causing them to be late. Heck, we're all late sometime. However, this method can help improve those who are chronically late due to poor time management and self-management. |
||
|
||
|
||
|
||
|
|
|
||
|
With every New Year, there is an opportunity for all of us to make a fresh start! Are you prepared to take it? This year, perhaps more than recent years, we all want things to be different!
Often due to our busyness or just plain procrastination, the hardest part is to get started, so I thought I'd try and assist you by providing some of my previous posts on topics that I think can be very helpful at this time of year.
Getting yourself Organized - Time management & weekly personal planning
6 Must have’s for any planning routine – If you are in need of getting yourself better organized so you stay in control and get the right things done, these 6 key points to incorporate in your planning process will be helpful.
An effective leaders to-do list – We all have “things” we need or want to get done on a regular basis, but often we lose track of them and they fall off our radar. This article gives an over view of a very powerful leader tool, that is sadly too often overlooked, not understood, or assumed to be only for manufacturing. Not giving it away here so as not to discourage you from checking it out first!
Free personal organizer/planner download – Free down load of the template I use for my personal organizer and weekly planner. If you don’t have one, this should give you a good starting point that is ready to use, or you can easily revise to fit your personal needs.
Leadership Hacks – Getting your stuff together – a 2.5 hour live virtual seminar with over 50+ proven tips and techniques to get yourself organized and stay in control without having to spend a career figuring it all out.
Setting goals and Objectives – Personal or for business
Reflections vs Resolutions – A critical step before setting annual goals and objectives is to first reflect on the previous year. In my opinion, reflection is far more important than any resolution. In this post we discuss why resolutions typically fail and the steps to conducting a good reflection.
Setting Personal and Professional Goals and Objectives – Mission Statements – Whether it’s for personal use or professionally, having a defined mission is very important. This article walks through what a mission statement is comprised of and provides a couple of personal examples to help demonstrate.
Setting Personal and Professional Goals and Objectives – Goals & Objectives – Providing both personal and organizational examples, this article outlines how to create strategies, goals and objectives.
Setting Personal and Professional Goals and Objectives – Tactics or Action Plans – Once again providing both personal and organizational examples, we review the steps to take to develop robust actions to achieve your goals & objectives. |
||
|
||
|
||
|
||
|
|
|
||
|
Do you want to get yourself better organized this year so you are ready to lead more effectively? Then these two tools will help you! Yes you!
At High Performance Leaders Inc., we help develop leaders to be more effective, everyday! Although there are many important aspects to being an effective leader included in our program, one straight forward but critical way is to get and stay organized.
Unfortunately, too many leaders say they want to spend more quality time with their teams, have more focus on their top priorities, and feel less overwhelmed. Sound somewhat familiar? Two vital tools that can dramatically assist with these far too common issues is Leader Standard Work (LSW) and a personal planning sheet and routine.
To assist in these areas, download these free basic LSW and personal planning templates and start off the year more organized!
Leader Standard Work
If you think LSW doesn't apply to you or your position, you are missing out on a very helpful tool. LSW is not only for first line manufacturing supervisors. It's a powerful tool for any leader in any business at all levels. Another myth is that a leader's job is not standard, so therefore LSW will not work. Absolutely there are aspects of a leader's responsibilities that are not standard, however, there are likely many responsibilities and actions that are standard when you step back and evaluate what needs to be accomplished.
LSW is simply an organized list of the most important responsibilities, actions, or tasks that a leader needs or wants to accomplish, and the frequency with which they need to be completed. This list then is used to remind the leader what they need to get done. When integrated into a robust scheduling and personal planning routine, it will result in improved results, accomplishments, and feeling of accomplishment. It will also avoid important things from falling off the radar over time or when things get hectic.
Read more here on developing leader standardized work
Personal Planning
Surprisingly many leaders also only use their calendar and maybe a note book for personal planning purposes. This can lead to losing control of your time and schedule, and not having time to get to those things that are most important to get completed. Important tasks or follow-up items may get buried within the notebook and get overlooked or forgotten.
A regular personal planning routine of reviewing your LSW, scheduled and new meetings, your priorities, outstanding actions and follow-up, is critical to being an effective leader. Coupling the routine with a single page weekly planner can have a dramatic impact on a leader's effectiveness.
Update and revise your personal planner once per week, print it out and then keep it up-to-date throughout the week using the old pen and pencil method, or maintain it live on your computer. Your choice. Add tabs to keep a log of actions or tasks that need to be completed at some point in the future, but that you don't need on the current week's planner. Categorize the tabs based on key areas of your life such as, "Follow-up", "Actions", "@Computer", "Errands" etc.
If this sounds basic to you, great! You should be all set and maybe already effective in this regard. However, indications are that many leaders lack a robust planning and organizing routine. A 20 minute weekly planning routine is all that is required to get organized and stay on top of the important things.
Read more here on personal planning
To assist in these areas, download these free LSW and personal planning templates and start off the year more organized!
|
||
|
||
|
||
|
||
|
|
|
||
|
Combining a robust leader standard work routine with setting and hitting targets can be a powerhouse that delivers results! It's not just a shot in the dark!
If you have followed my posts, you'll know that I've been a strong proponent of leader standard work (LSW) for a long time, however, I was reminded recently of the power of combining standard work and the setting and hitting of targets.
Each month I reset my standard work for the new month. It starts by reviewing the previous month and reflecting on what worked, didn't work and why, and identifying any new priorities. Then the baseline is revised by making some adjustments, adding or deleting tasks, or changing the frequency of some tasks. I also include certain non-work items within my LSW. These are things that are for personal or professional development, important family responsibilities, or when I'm trying to create a new habit.
Although this is a personal example, it still shows the power of combining LSW and targets. At the beginning of last month when I was doing my LSW review I found that I was not happy with my daily exercise results. It had been very inconsistent. Although I was running, the frequency was very intermittent and inconsistent. There were always reasons why for each miss, but when seeing the results for the month, none of them mattered, the result was the result and it wasn't what I wanted. So, I decided I needed to do something about it! First, I added a "Daily Exercise" task to my LSW, and second, I set a distance target for the month.
The month started off well. I was exercising more regularly and I was well on my way to achieve my distance target. It was working! Then, by conscious choice, I missed about a week. With about a week to go in the month, even if I got back to my routine, I wouldn't make my distance target. At least, not doing what I had been doing before the break in the routine. I couldn't make up for the days I didn't exercise, but I could do something different for the days remaining in the month.
I changed the time of day when I would exercise. This helped overcome some of the challenges (a.k.a excuses) that were creating barriers to my daily exercise. Then, I started running further than I had been before to make up some of the distance. Some may consider running further than usual was somewhat cheating, and perhaps it was since the intent was not the distance per se, but rather to exercise regularly. However, on more than one occasion in that final week of the month, I exercised when I probably wouldn't have. I had a strong desire to hit and exceed my distance target, AND, I wanted to check off my LSW each day indicating that I had exercised. It worked, I exceeded my distance target with a day to spare, but I ran the last day of the month anyway so that I would have exercised every single day for that last week.
Maybe a simple personal example, but combining LSW and targets is a powerful tool and is equally effective in a business environment. The target will give you the motivation to keep working at it and to find ways to achieve it, while the LSW will give you the reminder and sometimes push to take the necessary steps, or to complete the appropriate tasks, necessary to achieve the target.
In summary, here's a few key points to consider:
See more of Glenn's posts, HERE |
||
|
||
|
||
|
||
|
|
|
||
|
I’ve never understood why so few leaders use Leader Standardized Work (LSW). I’ve found it to be a great tool to help me be a more consistent and effective leader. I’ve used LSW for years. For me it’s my little voice reminding me of the most important things I need to do or that I want to do to be successful when leading. Regardless of your responsibility, there is a certain component of it that is repeatable and therefore LSW is for, well, everyone!
Here’s some key points I found useful when it comes to LSW:
1. Set-up LSW with a designated section for daily, weekly, monthly and Mid-long term (quarterly, semi-annual) based on frequency of completion of the task.
2. Place tasks in the LSW that are important to YOU, that you must get done and also the ones that you want to ensure get done, checked, or confirmed because they are important to you or your business.
3. Set your LSW up on a monthly basis, refreshing it at the beginning of each month.
4. Have a method within the LSW to indicate which days you are on vacation and differently identified when you are out of the office on business. This will help you plan more effectively when you complete tasks or provide you the opportunity to delegate if necessary.
5. LSW should be dynamic, not static. It’s ok to add and remove items from your LSW. As priorities change, new systems develop, metrics improve or degrade, you may find that you need to make adjustments as to what you’re doing or what you’re checking and confirming.
6. LSW is for you, not anyone else. It’s fine to show people your LSW, but I don’t advocate posting it. It’s more effective if you carry it with you at all times to help you actually execute to it versus showing others. As a leader, you should be checking your teams LSW periodically as well.
7. If you’re not getting to something on your LSW, don’t beat yourself up, but rather find the root cause as to why you are not getting it done and determine what you need to do differently to achieve it. After all, the items on your LSW were put there by you because you either need to get them done as a core responsibility of your job, or they are most important to you. Use it to improve your self-discipline, motivate you, or to remind you to just do it!
8. LSW must be an integral part of your personal planning system and routine. It must be integrated with your schedule, your follow-up system, and your to-do lists. 9. Print out your LSW for the month, update it daily throughout the day as you complete tasks, and “pencil” in additional LSW tasks as you’re thinking of them throughout the month.
10. When you get really busy, that’s when you need your LSW the most. Don’t abandon it then. Use it to help you get the most important things done. In a pinch when you just can’t do everything, use it to make an informed decision as to what will and will not get done.
I use an Excel spreadsheet for my LSW. To make things easier, I've added some conditional formatting for visibility of weekends, business travel, or when out on vacation. I prepare the LSW for the month, print it out, and then use it daily by marking tasks using a pen. LSW is an integral part of my daily, weekly, monthly planning system.
I hope you found this helpful. Are there any key points I've missed or in your experience you feel are most important?
See more of Glenn's posts HERE |
||
|
||
|
||
|
||
|
|
|
Glenn Sommerville 42 April 11, 2024 |
|
|
HPL Administrator 3 November 6, 2023 |
|
|
Scott Smith 17 January 9, 2023 |
