Leadership, Personal Development, Uncategorized

Concerned? Is there a Leadership Development Crisis?

Summary

Leadership development is not just about taking a course or reading the latest business book.  Although they are essential components of leadership development, more is needed to result in a better return on investment and a more sustained impact for the leader.  Effective leadership development combines concept learning opportunities with immediate application in the real world, integrated with internal mentoring to align expectations and build organizational culture and coaching to develop leader confidence quickly.

Should you be concerned about leadership development? Yes, from at least two points of view. First, is leadership development a priority in your organization or just when there is time? Second, is there a structured and integrated leadership development approach and methodology, or is it a free for all? If leadership development in your organization happens just when there is time or is a free for all, then perhaps it’s cause for concern and a call to action to be more intentional about your leadership development. Is there a crisis? Yes, because there are more leadership positions opening than organizations are able to fill due to a void of prepared and experienced leaders.

An effective leadership development program should contain these 4 components:

  1. Cultural alignment
  2. Applicable skills & tools
  3. Internal mentorship
  4. External coaching

Concerned?

Are you concerned about your leadership development or that of those within your organization? 

Recent retirement trends are leaving a significant leadership gap in many organizations.  At the same time, many up-and-coming leaders are concerned that they are not getting the leadership development they need to be successful leaders or to be prepared for these opening positions.

In addition, although leadership development programs are available in abundance, many are not aligned with the organization’s culture, don’t help the leaders apply what they learn within their day-to-day responsibilities, and, as a result, lack sustained impact on the leader and the organization.

So, if you are not concerned, you should be!

The Scary Truth

A shocking 77%* of organizations report that leadership within their teams is lacking.  83%* say leadership development at all levels of their organization is a priority.   However, the scary part is that less than 5%* of companies have implemented leadership development at all levels!

Less than 5%* of companies have implemented leadership development at all levels

With senior-level and the most experienced leaders retiring from the workforce in high numbers, 50%* of companies state they lack the leadership talent they need. 47%* predict a shortage of leadership skills in the near future!

47%* predict a shortage of leadership skills in the near future!

Although this needs to be a concern for organizations and senior leaders, this is an excellent opportunity for new and upcoming leaders! Although we don’t need another crisis, we are facing a leadership development crisis, nonetheless.

How We Got Here

The result of slowed population growth in the decades following the “baby boomers” is that there is a smaller leadership pool to draw upon for these needed leaders.  It also means that leaders are being promoted at a younger age and advancing through the leadership ranks faster and sooner than their predecessors.  This in itself is not necessarily a concern or a bad thing.  However, these developing leaders must have the skillsets and knowledge to be effective leaders, gain influence, and drive positive impact across their organizations.  Unlike their predecessors, many of these leaders typically desire and need more mentoring and coaching than they currently receive to gain experience and increase their confidence.

There is a path forward by having an integrated and intentional approach to leadership development. 

4 Leadership Development Components 

4 critical components must be integrated and intentional to result in effective leadership development.  Those 4 components are cultural alignment, applicable skills & tools, internal mentorship, and external coaching.  Let’s take a closer look at each component.

1  Cultural Alignment

Any leadership development program must be aligned with the organization’s culture, meaning that the program reinforces the company’s values, methodology and approach to leadership, as opposed to being abstract to or does not emphasize these attributes in the leadership development program.  For example, if the organization’s culture is one of continuous improvement through team member engagement, aligning to a leadership development program that applies this thinking and provides concepts and practical skills that can be directly used in this culture is critical.

Unlike specific skills training such as accounting or excel macro coding, for example, leadership development programs need to be aligned to the culture because the demonstrated leadership either positively or negatively impacts the realization of the organization’s vision, mission, and values through the engagement of their team members.

In addition, leadership development programs should have progressive and aligned development for leaders at all levels of the organization.  Progressive in the sense of continued development building on previously developed skills to prepare them for advancing their career and being capable and confident to take on a larger scope of responsibilities.  In doing so, a common leadership language and approach is created throughout the organization providing stability and consistent leadership.  This intentionality then provides a known and defined career development path for leaders throughout all levels of the organization.   As a result, defined leadership development can be easily integrated with organizational performance reviews or talent development programs that provide clear leadership development paths and a structured approach versus haphazard or random.

2  Applicable Skills & Tools

Leadership development programs no doubt provide great insights into proven management theory; however, organizations and leaders need and want practical concepts that they can apply to improve leadership and have a positive impact immediately.  A failure of many leadership development programs is that there is too much focus on interesting management theories but often lack how to execute or apply these theories in the workplace.  This is a significant cause of leaders returning from great-sounding leadership development programs, but little impact is observed or sustained long term.

Scrutiny of the leadership development program curriculum is an essential first step. Ensuring that the topics covered are very closely aligned with the practical skills necessary for the intended leaders to be successful and have an impact is essential.  The upskills learned must be immediately applied within their current responsibilities or in the near term.  Practice makes perfect, as the saying goes.  In this case, it’s more about creating the desired leadership approach and habits.

Practice makes perfect!

As important as the curriculum is, it is equally essential that the leadership development program is designed to provide the leader with immersive learning opportunities.  In other words, real examples, case studies, practical exercises, and immediate application through work-related assignments and projects.  This approach again helps the leaders apply what they have learned and realize immediate benefits, which provides a reward and pull to continue to use them.  It then causes a shift from learning to doing.  Most people learn more effectively by doing.

3  Internal Mentorship

Another common failure mode in leadership development is that it should be discussed again after the leader obtains approval to attend or is asked to attend.  Often this is not the case.  Leaders are left with a feeling of “so what” and wonder if they wasted their time.  The organization risks a poor return on investment as there is no check and balance to ensure a positive impact for the leader and the organization, let alone if the leader even attended!

Leadership development programs that include an internal mentor develop relationships, improve the alignment of cultural values throughout the leadership levels, sustain a common leadership language and approach, and improve impact and sustained results

Mentorships accelerate the leader’s application and use of the skills and tools through encouragement and reinforcement of use within the organization.  The mentor’s experience can assist the leader in overcoming barriers and challenges they face with a mutual understanding of the circumstances and environment.

An added benefit of an internal mentorship program is that the mentor also learns significantly from the experience.  Discussing the skills and tools with the leader refreshes and reinforces the approaches with the mentor and deepens their understanding simultaneously.  Mentoring is also an enriching experience for the mentor, driving higher engagement and satisfaction levels.

4  External Coaching

Additional coaching from an experienced leadership coach increases the leader’s self-awareness and builds confidence

Today’s upcoming leaders need and desire more coaching than they currently receive.  Many leaders state they are not getting enough coaching from within their organizations.  There are several benefits of an external coach. 

In our coaching, we are experiencing that leaders need to bounce ideas and thoughts off of someone, require some assurance that their approach is on the right path, and seek a safe environment to do so.

Leaders are running at an incredible pace these days.  Many are not giving themselves the time to adequately think through their challenges and develop an intentional approach to moving forward.  The feedback we consistently hear is that coaching provides the leader with a structure that almost forces them to stop and think at a deeper level before acting.  Without structured coaching, they tend to fire-ready-aim more often than not.  In other words, their leadership or decision-making is not very intentional.

Fire –> Ready –> Aim

Many leaders lack self-confidence in themselves and are concerned about making a mistake.  We find that the leaders are on the right track but need some assurance.  External coaching can accelerate the leader’s confidence building by helping the leader think through what options they have and which are better than others.  Confidence is built because the leaders develop the options and make the decisions on their own.  The coach challenges them with questioning to help along the process.

External coaching provides the leader with a safe environment that is confidential and disconnected from the organization.  Coaching conversations with an external coach are confidential and not shared with anyone.  This allows the leader to be vulnerable and self-critical without fear of repercussions.  Being able and comfortable with being vulnerable, leaders can more readily identify their concerns and barriers and develop approaches that work for them to face and overcome them quickly.

Conclusion

There is a massive void in leadership right in front of us.  It’s already here!

Individual leaders must invest more time and effort in their development.  Take the lead, don’t wait for someone else or their organization to do so.  “I’m too busy right now” is a common excuse.  Guess what? You will always be too busy.  No one should care more about your leadership development than you!  No one!  If you do not invest in your development, you will not advance or achieve your full capability.  Others will find time, and you will be left behind.  Achieve your career aspirations and grow to your full potential.  Take action today to intentionally determine your leadership development next steps!

Organizations are facing a significant challenge.  Leaders don’t just appear, and you can’t just hire them.  Not anymore.  You must be growing and developing them.  Leadership development is a significant investment in all forms of resources.  Take action today by creating a leadership development program approach that includes the 4 critical components discussed!

* 25 Surprising Leadership Statistics (2022)

Contact me:

For additional information on High Performance Leaders Inc., click here.  Or follow on LinkedIn.

You can email me with any questions at glennsommerville@hotmail.com, find me on Facebook at https://www.facebook.com/glennsommervilleL2R/, or on Twitter at  https://twitter.com/gsommervilleL2R.

If you are enjoying my posts and find the information useful, please “Follow” me by entering your email in the follow box on the right-hand menu of my website www.glennsommerville.com

Leadership, Personal Development

Leadership Development Includes Learning to ‘See’

While on a hike recently, I saw this rock amazingly balanced on its endpoint. It wasn’t as obvious and easy to see as the pictures indicate either! There we lots of people on the trail, many stopping at this lookout, and looking right past this rock without noticing. Their loss!

It reminded me that our leadership development needs to include learning to ‘See’. I believe this is an essential skill for leaders. Seeing beyond what most people see or at least seeing a different perspective of the same image. Teaching your eyes to see is a learned skill that, once mastered, opens your eyes to many new things.

Teaching your eyes to see – Learning to see

An example of teaching your eyes to see that I experienced while on an in-depth TPS training program in Japan several years ago involved learning to see 1/10th of a second kaizens. 1/10th of a second is very difficult to see and equates to the slightest of hand motions, movements, or on equipment, tiny adjustments. We had the task of reducing the cycle time within a production line by 30 seconds but doing so through 1/10th of a second kaizens. Being experienced operations guys and after observing the line for several cycles, it was apparent to us what was needed. With some changes to the layout, moving equipment closer together, adjusting the material flow, and other equipment modifications, the 30 seconds was a done deal. As part of the training, we had to prepare a scaled drawing detailing our kaizen ideas. Our Sensei would review the drawings, and if approved, the improvements would get implemented. We spent several hours drafting our kaizen ideas on day one and provided the completed drawings for review and approval. The Sensei looked at the proposals and very clearly expressed his disapproval! We received a similar response several times over the following couple of days. We were ready to throw in the towel, but then suddenly, like a light switch, we could see these subtle movements of waste and 1/10th of a second kaizens.

Although I don’t necessarily advocate this teaching method, it emphasizes that leadership development needs to include learning to see what is or what is not happening. It is important to see those subtle forms of waste, abnormalities, opportunities, and, I suggest, clues that then beg questions. Good questions!

For example, one time, while on a Gemba, we came across a box of rubber gloves attached to a column of the building. Above the box was a handwritten sign that said

Gloves are for hazardous material spills only

This situation was crazy on so many levels! We didn’t just see a poorly made sign and a duct-taped glove box. We ‘saw’ many questions and concerns, such as:

  • How often are hazardous material spills happening?
  • Are spills so frequent that we think we need gloves conveniently placed?
  • Are these spills actually “hazardous materials”?!?!?!
  • With the gloves free for the taking, are hazardous material spills happening and not being reported?
  • Does the leadership even know when the spills are happening and investigating?
  • How are the gloves and wastes from the spills being disposed of?
  • Assuming for a minute that it was a good practice to have the gloves available, how do they get replenished?
  • Are the people cleaning up these spills properly, and are they adequately trained to do so?
  • Why are spills happening in the first place?

STOP!!!  TIME OUT!

This example is pretty astounding and scary and may seem hard to believe, but yet it is true. It is even more disturbing that many leaders walked right past this sign during the Gemba and didn’t even notice it. Even more frightful, the building leadership had walked past it many times and didn’t really “see” it!

So how do you learn to see? Practice.

Go to the floor with a specific purpose to learn to see. For example, go with a focus on seeing one specific thing. Such as arm overreaching, bending, twisting, outdated signs or posters, trip hazards, pinch points, sign effectiveness and meaning, opportunities to cause product damage, unnecessary motion, a specific type of waste stream, sources of floor debris, etc., etc. The point is to dedicate an appropriate amount of time to see a particular focus. Look for that focus and only that focus. Ask yourself as many questions as possible on that specific item when you see it. See beyond the obvious. Look for deeper meaning, symptoms, evidence, and abnormalities. Repeat often with a new or different focus. With practice, you will soon see these things naturally and without effort. Once you learn to see, you won’t be able to turn it off.

Nope, it’s not rocket science. Seems too easy, right? Try it. You’ll like it!

Contact me:

For additional information on High Performance Leaders Inc., click here.  Or follow on LinkedIn.

You can email me with any questions at glennsommerville@hotmail.com, find me on Facebook at https://www.facebook.com/glennsommervilleL2R/, or on Twitter at  https://twitter.com/gsommervilleL2R.

If you are enjoying my posts and find the information useful, please “Follow” me by entering your email in the follow box on the right-hand menu of my website www.glennsommerville.com

Gemba, Lean and Continuous Improvement, Personal Development, Problem Solving

The conflicts of line trials

One of the things I’ve always loved is the simple kaizens (continuous improvement). I was reminded of this recently working with RAB Design Lighting when the team there was conducting some line trials. Having coached the team on the importance of detailed trial planning and real-as-possible process set-up, but also the need to be balanced with simplicity, low cost, and high flexibility, I was thrilled to see their creativity and ingenuity that met these two potentially conflicting criteria. See examples in the pictures below.


The two criteria mentioned above is important because you want a trial to simulate the real line conditions as much as possible, however, things will definitely change as you learn more. So you don’t want to invest time and money building/buying a lot of things that may not actually be used in the permanent line or that may require several iterations of changes to get just right.

When conducting line trails careful planning is necessary. Planning such as: Clearly defining the purpose of the trial is critical. Determining what are you trying to prove, disprove or discover. Setting up the line to simulate as close as possible what the actual real line will look and feel like. Protecting the trial from “noise” or other things that can negatively impact or distract from the purpose of the trial. Although some of these things maybe real, you should try and isolate them from initial trials if they are not directly related to the purpose. There is a time and place to allow real time disruptions and abnormalities but not in early trials. Identifying and defining the number of trial observers, their roles, responsibilities and tracking needs. Deciding on what metrics to track and measure throughout the trial and who is going to do that. Scheduling, taking into account breaks, lunches and shift end, is also important.

Trials are to experiment and learn. They can also be a great deal of fun along the way! 

Congratulations to Denis Arsenault, P.Eng. and the RAB Design Lighting team for the successful trial this week! I’m looking forward to the next one!

Contact me:

For additional information on High Performance Leaders Inc., click here.  Or follow on LinkedIn.

You can email me with any questions at glennsommerville@hotmail.com, find me on Facebook at https://www.facebook.com/glennsommervilleL2R/, or on Twitter at  https://twitter.com/gsommervilleL2R.

If you are enjoying my posts and find the information useful, please “Follow” me by entering your email in the follow box on the right-hand menu of my website www.glennsommerville.com

Leadership, Personal Development

Time Saving Tip!

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 minutes an exception.

The old saying “the fish grows to the size of the fish bowl” 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!

The obvious benefit of 50/20 minute meetings is more effective meetings and staying on topic, however, the real reward is that you get 10 minutes between each meeting, for, well, whatever you need. That maybe a coffee, a washroom break, checking and responding to emails, making quick calls, conversations, preparing for your next meeting.

Try it! It’s simple but GREAT!

Leave a comment with your best time saving or personal planning tip.

Watch for High Performance Leaders Inc. time management and personal planning workshop coming this fall.

Contact me:

For additional information on High Performance Leaders Inc., click here.  Or follow on LinkedIn.

You can email me with any questions at glennsommerville@hotmail.com, find me on Facebook at https://www.facebook.com/glennsommervilleL2R/, or on Twitter at  https://twitter.com/gsommervilleL2R.

If you are enjoying my posts and find the information useful, please “Follow” me by entering your email in the follow box on the right-hand menu of my website www.glennsommerville.com

Leadership, Leading Problem Solving in Non-Manufacturing Series, Problem Solving

Leading Problem Solving in Non-manufacturing Series – Teaching your eyes to see with TIM WOODS

As a follow-up to our 2nd article in the “Leading Problem Solving in Non-Manufacturing Series” that described the acronym “TIM WOODS” as it applies to non-manufacturing environments, this 3rd article in the series will explain how you can teach your eyes to see these waste form in non-manufacturing areas and then how to engage your team in problem solving.

An important skill for leaders is to learn to “see”. This means seeing beyond what most people see, or at least a different perspective of the same image. Teaching your eyes to see is a learned skill, that once mastered, opens your eyes to many new things.

So how do you learn to see?  Practice.

The first step is to Go to the area in which work is performed and go with a specific purpose to learn to see.  For example, go with a focus to see one specific type of waste from the TIM WOODS definitions as summarized below.  For more examples of each type of waste in non-manufacturing areas, you may want to review the previous article here.

So what do you do if the work is done on a computer? Go to computer and observe what is done, how it is done, the steps involved, information required, etc. You can learn a great deal from observing any type of work. Observing someone doing data entry or programming, can be enlightening to see, what they experience. It could be glare from overhead lighting or sunshine, large numerical entries prone to errors, system delays while background analysis takes place, excessive clicks to complete a desired task, etc.

The next point is to dedicate an appropriate amount of time to see a very specific focus. I’d recommend no less than 30 minutes, and more appropriately 60 minutes depending on the area you are reviewing and the people being engaged. However, it’s less about the size of the office area, and more about giving enough time to really see and observe the various forms of waste. Sometimes, depending on the type of waste, you need to observe for a longer period of time before the waste actually takes place. For example, to see wasteful “transportation” or employees walking around looking for information they need to do their job, likely only occurs periodically. Unless you are just lucky enough to be there at the right time, you will miss this type of waste unless you observe long enough.

Look for that specific focus that you determined and only that focus. Resist the temptation to “wander” or make a “laundry” list of everything you see. When you see the specific focus items, ask yourself as many questions as you can about that particular item. See beyond the obvious. Look for deeper meaning, symptoms, evidence, or abnormalities. Ask “why” many times to understand what is really happening.

Although efficiencies and personal productivity can be improved by engaging in TIM WOODS in non-manufacturing areas, I’d suggest it’s less about that, and more about reducing employee frustrations and distractions. Employees will become more engaged, energized, and happier! Of course, if your employees are engaged, energized and happier, they will be more able to focus on their work tasks resulting in improved efficiencies and personal productivity.

This type of activity is something you can practice on your own, together with your team, or engage your team to increase engagement, awareness, and sustainment long term.

Often leaders in non-manufacturing areas struggle with what to put on their Leader Standard Work (LSW).  This is a great one to add – “Conduct TIM WOODS audit”!  Whether it be weekly, monthly or otherwise, adding to your LSW and integrating it with your calendar by reserving time in your calendar makes for very effective leadership.

Team engagement can be done by establishing an audit type system (similar to a layered process audit) where the TIM WOODS focus areas and office locations are pre-determined and an audit frequency and responsibility schedule/matrix is made up. In doing so, each team member will be have the responsibility to conduct a TIM WOODS audit on a specific focus area, in a specific location, at a scheduled interval.

When repeated often and with a new or different focus you will soon see these forms of waste naturally and without effort. Once you learn to see, you won’t be able to turn it off.

The next step is to engage your team in problem solving to resolve the cause of these wastes by implementing a “Problem Solving Auction” which includes the following key points:

  • Prioritize and select a limited number of top items, recommend 6 or less open at any given time.
  • “Auction” off ownership of action and agree upon completion dates.
  • Document and distribute the action plans as detailed above, make visual physically or virtually.
  • Problem solve after the auction, not during.
  • Follow-up, close out actions, recognize successes, repeat.

To get you started, you can download our TIM WOODS audit sheet from our Tools page.

In the next article in this series we will discuss “Looking for evidence through gemba” in non-manufacturing areas.

If you missed the previous articles in the series, ‘Leading Problem Solving in Non-Manufacturing Series”, you can find them here:

Article #1: 1 Second Understanding

Article #2: TIM WOODS

Contact me:

For additional information on High Performance Leaders Inc., click here.  Or follow on LinkedIn.

You can email me with any questions at glennsommerville@hotmail.com, find me on Facebook at https://www.facebook.com/glennsommervilleL2R/, or on Twitter at  https://twitter.com/gsommervilleL2R.

If you are enjoying my posts and find the information useful, please “Follow” me by entering your email in the follow box on the right-hand menu of my website www.glennsommerville.com