Sustainable Operational Excellence Steps 1-6
Step 1. Foundations for Success: Learning to be proactive.
By understanding the habits, you have and why they exist, you’ll understand that changing these habits will create huge opportunities. We must think about the neuroscience associated with how we build habits and how we get them to stick.
This is also an opportunity to challenge ourselves to establish the beliefs that we have and understand the trust behaviours that generate high engagement.
At the beginning of any transformation program we have to be realistic and appreciate the team will be thinking ‘Here we go again, is this change really going to stick?’ So, it’s essential to show how the full 12 steps to SOE look; through simulations, you can help people see how things might work and generate the belief that things will improve significantly.
So, people believe that changing habits takes a long time BUT the truth is it doesn’t, all it requires is intensity and frequency and this is what Unleash and Engage do really well.
Step 2. Creating the Vision: How do you want to feel?
What is your purpose? What are you trying to achieve?
What do you want to have? What do you want to lose? What do you want to keep as a result of this transformation?
This can be brutal, but once a belief is established the destination is more attractive than the current position you are in. Creating a sense of purpose for everyday activities.
The vision is not a set of words that you put in reception. It’s a clearly articulated vision (not just with words) of how the future will look and FEEL!
As I said, achieving this can be brutal.
Be honest with yourself, ‘Is your vision alive?’ and more importantly, can everybody articulate it, do they really believe in it and work on it everyday?
Step 3. Daily Stand Up Meetings: Talking about the important stuff every day
It may seem like we have jumped from 30,000 feet to being in the weeds, but this is not the case. After you have set the vision, you know what good looks like.
There are only 3 types of work: things we can control, things we can influence and things out of our control. So why not focus on the first two, making our performance clear and our problems visible and permanently fixing them
The team can design the visibility and the agenda of the meetings: they will build it.
The result is a team with the basis for self-accountability and performance.
Step 4. Visual Management: How are we doing?
An essential part of sustaining Step 3 (Daily Stand Up Meetings) is Visual Management which gives the framework to make problems and exceptions visible.
Your Daily Stand Up Meetings may be difficult and hard to manage to begin with, but they will drive clarification of what is important and therefore should be visible and monitored. The U&E coaches do Visual Management differently to other consultants and this is the foundation for creating a high-performance environment and delivering sustainable improvement.
Find out more about the visual management techniques we are using with clients every day, simple things that make a big difference.
Step 5. Standards: Making the implicit explicit.
When you think about it, you can’t really tell someone they have done something wrong unless you already have an explicit agreement about what is right!
If you’re getting into the habit of your Daily Stand Up Meeting, using Visual Management, you can have a conversation when you find problems or exceptions about ‘what should have happened?’
In my experience, in office-based roles, a lack of standards can be one of the biggest sources of frustration: people invest time and effort to create something that is subsequently criticized or not used because it did not meet the intangible expectations of a Manager somewhere in the business. Engagement comes when you know exactly what is expected and you can achieve it.
How do your standards stack up? Our team coach you, helping you to develop your standards and as they develop you get better and better.
Step 6. Process Confirmation: Spend time with the team
Confirming that the standards (from step 5) are being followed is an opportunity for leaders to spend time with the team and to coach them. In order to develop people, you have to share your skills with your team: what better way to do this than to support the priorities of the day.
When handled correctly Process Confirmation is supportive, reduces pressure and helps people feel even more engaged.
Do you often wish you spent more time with your team developing their skills, improving efficiencies and communication? Give yourself (and your team) this opportunity with the support of the Unleash & Engage team, get in touch with Ian, firstname.lastname@example.org for more information.