Any leader or skilled improvement professional knows that metrics are necessary to define what success looks like, measure progress toward a defined target, and assess[…]
In The Outstanding Organization, I assert that outstanding organizations operate with high degrees of clarity, focus, discipline, and engagement. In the chapter on clarity, I present the various[…]
Those of you who’ve read my recent book, The Outstanding Organization, know that clarity, focus, discipline, and engagement are the four core behaviors required to[…]
For many months now, I’ve have a rash of random encounters and conversations with people who mention in one form or another that they want[…]
If you’re a leader or an improvement professional, becoming an effective coach is THE capability to be developed and, frankly, most people in these roles[…]
One of my New Year’s resolutions is to implement pull in as many places as I can. Early last year I implemented it quite successfully[…]
“In the unsexy tedium of daily operations, consistency is key.” This is a line from p. 107 of my new book, The Outstanding Organization. As[…]
Businesses routinely attempt to accomplish too much and quickly lose focus when the next fire erupts or a new shiny ball appears. When I work[…]
As many of you know, I’m a passionate advocate of Lean management practices and the power of Lean in transforming organizations. So I grow weary[…]
It’s been interesting to see what people have picked up on as I’ve been promoting my new book, The Outstanding Organization. My original title was[…]
Earlier this week I learned that my blog posts weren’t being pushed to my subscribers as I thought they had. I was blogging away but[…]
Outstanding organizations—indeed outstanding individuals—are highly proficient in two related skills: prioritization and focus. They don’t flit from one project or goal to the next, in[…]
Wednesday’s post featured a local business that I applaud for their Lean efforts. Great customer service, Lean layout, efficient processes, the whole nine yards. Today’s[…]
…Well, I don’t mean literally. But if you don’t commit firmly to breaking bad habits, replacing them with new ones becomes more difficult. And accepting[…]
New clients nearly always list “greater accountability” on their short list of performance improvement goals. Leaders cite missed project deadlines, finger pointing, and “not my problem”[…]
“What is Lean?” may seem a strange question to be asking 15 years after the approach gained recognition in manufacturing and began its progressive spread to other industries. But[…]