The Courage to Lead I am a Leader My Team Plays to Win! Joe Barto Founder and President
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The Courage to Lead
I am a LeaderMy Team Plays to Win!
Joe BartoFounder and President
TMG, Inc.
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Core Beliefs• Start with the end in mind! …take a Systems Approach
• Be in the business of making hard things easy…not easy things hard.
• People are good and want to do the right thing (The experience we create for our new people is a statement of our character.)
• It is the organization’s responsibility to create an environment for its people to be successful…and our people’s vote counts more than ours.
• If you believe the workers can only be as good as their leader then you also believe leaders can only be as good as their leaders!
• Every organization has an un-limited bandwidth for change
• Culture vs. Change and Leading
• Change Requires Trust
• Business is a Team Sport
• Turf, Ego, and $$$ and the end of the day it is about…
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People Process Business Performance
LedLeaders Just Do Its
Rapid Imp
EventsProjects
Performance ImprovementTeam Engagement
Continuous ImprovementLean
Increased Team Engagement Increased Customer Satisfaction
Decrease Production Costs Increased First Pass Yield
Increased Employee Skills Proficiency
Decrease Cycle Times Increase Production Capacity
Decreased TurnoverIncrease Revenue
Decrease Cost Increase Profit
Alignment
Value Stream
Big Picture Thinking
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Who Before What
“Leading is all about Changing Behaviors”
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Team = Leaders and the Led
3 Teams (at least)
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SS
OM
1S
MU
NE
GM
OM OM
SSSS
1S 1S
GT GT
NE
Organizational Scheme
GM: General ManagerOM: Operations ManagerSS: Shift Supervisor1S: 1st Line SupervisorMU: Make Up SupervisorGT: Go To EmployeeE: Employee NE: New Employee
Vertical Dyad Linkage
EE
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Who is Your Heartbeat Leader?
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How many hours of Value Added Activity do they get per day?
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It’s the Lines
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Heartbeat Leader
Holds the Heartbeat Leader
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Organizational Goals– Cost– Schedule– Quality– Safety
Individual Goals– Compensation– Opportunities– Responsibility– Work
Environment– Recognition
Communication
Leader
AwarenessGoal Alignment
Led
Leader to Led Linkage
Can only occur when there is a conversation between the Leader and the Led about the Led!
Authentic Communication
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Expectations• What do you expect from your team?
• What do you expect from your Leader?
• What can they expect from you?
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“My Leaders are working harder than ever but we don’t seem to be
making much progress”
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Value-Adding Activities….transform materials and
information into products the customer pays for
Non-Value-Adding Activities….consume resources, but don’t
directly contribute to the product and/or the customer
Non-Value-Adding but Required….consume resources, but are required
by government regulation or company policy
How We Spend Our Time
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Measuring Team PerformanceWhat does Right Look Like?
Dream Teams
What does Wrong Look Like?
_____ Teams
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1. Alignment: (SIPOC Alignment System)
– Organizational Scheme: Heartbeat Focus – Business 101– Roles and Responsibilities: Leader Lane Transparency– Conflict Resolution– Operating Focus– Overtime Management
($$, FTE, Headcount, Names)
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2. Leader Behaviors:– Current Leaders – Current Responsibilities
(Leader Performance Improvement System)
• High Performing:• Developmental:• Dysfunctional:
– Benchstrength (Leader Identification, Selection, Training, and Competency System)
• Openings vs. Applications– Leader Churn
• Internal Churn• External Attrition
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3. Team Engagement:(Engagement Improvement System)
• Engaged:• Disengaged:• Actively Disengaged:
– Leader to Led Goal Alignment – Workforce Churn
• Internal Churn• External Attrition• Absenteeism
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4. Business Performance:– Team knows the Score and how to move the
needle– Near Perfect Situational Awareness and
focused problem solving
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Team Performance Assessment
• Competing/Engaged: Playing to Win!– We Own the Business: Ownership– Maniacal Customer Focus– How good can we be?
• Participating/Disengaged: Playing– You Own the Business– Boss Focus; Customer Irrelevant– We are doing fine, “Why Change?”
• Blaming/Actively Disengaged: Watching others Play– I am Entitled to my pay check– Boss and Customer are the Enemy– You OWE me
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Measuring Team Performance Exercise
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Alignment:
1. Every teammate understands what we do and how we make money. (Business 101)
SD D A SA 2. We are an aligned, self-disciplining team from the Plant Management
to the 1st Line Supervisors where we know our responsibilities and the responsibilities of our teammates. (Roles and Responsibilities)
SD D A SA
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Leadership:
3. What percentage of your current leadership structure fall in the following categories (Current Leaders – Current Responsibility Performance Improvement)
High Performing (Consistent Best Leaders) ____%
Developmental (Moving in the Right Direction) ____%
Dysfunctional (Should not be in the position) ____%
4. . We have a solid “Bench” of future leaders who are ready to step into leadership
positions with minimal preparation and low risk to business performance? (Future Leader Identification, Training, and Development System)
SD D A SA21
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Team Engagement:
5. The Engagement Distribution of our organization is: (Team Engagement Improvement System)
Engaged (Go To Teammates) ___%
Disengaged (Getting a paycheck) ___%
Actively Disengaged (Doing positive harm) ___%
6. Does our Talent Acquisition and Retention System produce New Team who are
pre-disposed to become Engaged upon assignment to their 1st Lead.
SD D A SA
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Business Performance:
(Return on Investment: Process or People) 6. How good can you be? If you ran a perfect process how much better could
you be in terms of increased productivity?
____ %
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Army Basketball Team 1975-1976
FEAR & READY TO PLAY!
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Task Force 2-4 Cavalry Tactical Operations Center TeamFeb 21, 1991 - Northern Saudi Arabia
FEAR
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FEAR
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Leader Courage• Your people know you and understand your personal
commitment to get better and you need to see their commitment in their eyes and they yours.
• I have near perfect situational awareness• I know what the plan and goal is and how to measure progress• I know where the risk is and I will lead from that spot• I know what I am doing and what right looks like• I trust my leadership has a plan and knows what they are doing• I trust my team to do what I tell them to do• I know the difference between risk and gamble (worst/best vs.
acceptable/unacceptable• I know who will help me when I can’t solve the problem myself• My Leader is doing everything they can to help me Win!
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Golden Rule of Leadership
Treat your subordinates how you would like to be treated.
…1 at a time!
they
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The Organization Takes on the Personality of it’s Leader!
Character
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Who is the Heartbeat of your Business?
Have we created an environment where they can Win?
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What do we do everyday to help them Win?
Competing or Participating 31
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I will always place the mission firstI will never accept defeatI will never quitI will never leave a fallen comrade
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Not Today
33NOT TODAY!!
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November 2011October 1975
Focus on WHO before WHAT
Blue Slip
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Play Like a Champion!
Your Team Deserves It.
757-218-8444
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