Lean Leadership is a prominent phrase throughout the
corporate sector– but what exactly does it encompass?
In its original definition, Lean refers to a form of
continual improvement, with the term coined by motor giant Toyota. Whereas the
expression was once mutually exclusive with the manufacturing industry, these
days it is applicable to a range of industries including professional services,
healthcare and accounting.
Lean Leadership, in its basic form, aims to push people out
of their comfort zones and face constant innovation and new processes.
When implemented successfully, it reduces waste and
ineffective time usage, resulting in increased overall company performances and
bottom line.
Some of the key attributes possessed by Lean Leaders include:
· Defining success – Lean Leadership has an emphasis
on a positive work-life balance. While many managers, executives and CEOs have
professional objectives and goals, truly strong leaders also have personal
mission statements and targets away from the office.
· Understanding yourself – Many people have inaccurate
perceptions of their own skills and abilities, regardless of whether they are
overestimating or underestimating their capabilities. Lead Leadership focuses
on 360 degree feedback to improve a leader’s understanding of their strengths
and weaknesses.
· Knowing when to follow – A strong leader inspires other
people to follow them. But it is not always necessary to lead – the best
leaders of all can identify when to take a backseat and allow somebody else to
take ownership of a project or task. Empowering others allows them, in turn, to
improve their own leadership skills.
· Ability to challenge the status quo – The desire for continuous
improvement and the quest for perfection are Lean Leadership priorities. To
achieve these goals, some leaders may on occasion need to challenge popular or
prevalent perceptions within the workplace.
Most Lean Leadership programs will commence with a Lean
Maturity Audit, assessing your workplace and each department against world’s
best practice to identify operational performance gaps.
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