Posts Tagged ‘vision’

Welcome to the penultimate post in this 12-part series on QUALITY, titled #QUALITYtweet – 12 Ideas to Build a Quality Culture.

Here are the first ten posts, in case you would like to go back and take a look:

1. Quality #1: Quality is a long term differentiator
2. Quality #2: Cure Precedes Prevention
3. Quality #3: Great People + Good Processes = Great Quality
4. Quality #4: Simplifying Processes
5. Quality #5: Customers are your “Quality Partners”
6. Quality #6: Knowing what needs improvement
7. Quality #7: Productivity and Quality
8. Quality #8: Best Practices are Contextual
9. Quality #9: Quality of Relationship and Communication
10. Quality #10: Inspection can be a waste if…

#QUALITYtweet Critical question: Knowing that

people will change only if they want to, how do you

make sure they “want” to change?

Process Improvement is a “change” game and implementing change isn’t always easy. In case of process improvement, the challenge is to change habits and behaviors of your people. That makes it even more difficult.

People change, not by “force” but by their “intent”. With force, people may dispassionately comply with your processes, but for true involvement, their intent needs a direction. With this as a given, critical questions are:

• How do you make sure that you implement change by driving intent of people?
• How do you make sure that people are passionately involved in change?

The answer to these is “Change Leadership”. Leading a change means undertaking right initiatives, mobilizing resources, addressing soft aspects like motivation, overcoming hurdles and aligning the teams to make it happen. How can change leadership drive process improvement initiative? Here are a few pointers:

• Accurately define what needs a change: Apply 80:20 rule to identify what needs improvement. It is easy to align people when they know that they are improving the right areas that have maximum business/operational impact.
• Create a change time line: Humans work best when they work against a time line. We often tend to get complacent when there are no deadlines. Reasonable pressure helps us become more creative. Create a time line by when change will be implemented with a step-by-step action plan. This also creates a sense of urgency.
• Engage people: People tend to commit themselves to things they are involved in. Involve practitioners and managers in defining the change. They are the ones who will be impacted by the change. Engage them by explaining them the larger context, vision and business need. When they know the larger picture, they can align their actions accordingly. They also need to know the “What’s in it for me?” part. How will they become more effective? How will this change help them improve their performance? They want to know this.
• Review progress periodically: If you don’t monitor your people, you give them a reason to slow down. Have short and effective meetings (in group or one-on-one) with people involved in change. Take a stock of how things are going. Understand their problems. Help them do better. They get help and you get the broader picture. If you hit some roadblocks, you still have chance to re-align. Review early and often. This is also your opportunity to share progress and motivate people involved in improvement initiatives.
• Lead: Give them the context and set them free. Micromanagement on tasks can kill creativity and morale. Be there to help them, but let them do it on their own. People learn the most when they try to do it themselves. They will make mistakes. Help them overcome and share the lessons learned. Set right examples for them to follow.
• Share rewards: when you link participation with rewards, it will help you get voluntary participation from people. But after they have participated, it is only your leadership abilities that will keep them going. You will still have lot of people who will willingly participate.
• Keep rotating teams: Once a change cycle is implemented, induct new team members in the improvement team. You maximize the opportunities for everyone to get involved in defining improvements. Broader the participation, wider the acceptance of change.

Last but not the least, people engage when they see continuity of effort. If your improvement initiative is temporary or ad-hoc, people will not engage beyond the first cycle. When people see consistent results from a process improvement group, they willingly participate.

Process improvement is a journey and not a destination. Who you travel with matters a lot. Choose the right people and get them to swing into action. Your business will thank you for that!

—

Tanmay is a Software Quality Management professional based out of India. He hosts QAspire Blog and tweets as @tnvora. He is also an author of the book #QUALITYtweet – 140 Bite-Sized Ideas to Deliver Quality in Every Project

Tagged as: behaviors, business, Change, comply, context, creativity, deadlines, effective, engage, force, habits, hurdles, intent, lead, Leadership, managers, micromanagement, mobilizing, morale, passion, practitioners, process improvement, progress, review, rewards, urgency, vision

I am a member of the Maconomy US management team and this year we have had a very adventurous year growing our organization in this often described tumultuous period. This achievement against the grain has not gone unnoticed  and I was fortunate to participate in a presentation for our chairman of the board of directors, Thomas Hartwig, of our  achievements and our future visions.

Thomas who sits on the board of many companies, was not what I expected in a chairman. I think my expectations have been badly misshapen by TV series like The Apprentice! He was very humble, polite and attentive to what we presented. He often gave reflection, sought clarification and when contributing back to us he spoke from his experiences but always presented his advice in a open crucible type of way, so as to produce more comment, discussion and thought around the topic by the team. I felt very privileged to receive his leadership.

So during the presentation we spent some time discussing our future goals and all the challenges we were facing in our efforts to continue growing the operation to meet these goals. The perception was, that while we were still making progress, it seemed to be taking more effort and there appeared to be more challenges to our growth desires. However tough it has been the mood remains optimistic and determined, whereas when things were contracting at the end of 2008 even the mood felt like it was a challenge – to quote  “when things start contracting – suddenly even the office coffee starts to taste bad!”.

For me this was where the enlightenment came and Thomas’s experience and leadership shone through. While we were achieving good growth in the US office we were becoming focused on the issues right here around us and he pointed this out to us. He offered for us, to stop looking for solutions to our constraints. Just like the sun rises every day, when you clear one constraint another will replace it in endless supply. Rather, he offered, as a management team focus on defining the future situation we envision about 5 years out and build up a strategy to achieve that. By doing this we then focus on delivering the strategy, which ultimately will produce the results we want, and the noise (constraints) remains operational noise.

Looking back, ActiveGarage had a similar situation at its pre-inception stage. A larger group met and when presented with the offer the group focused in on all the constraints to the offer. By the time we realized what we were doing the offer had moved on. Only when the current group of founders got their heads together and envisioned the future were we able to think and act for the future to  produce, what at initial inception, was considered an impossible task.

In order to sustain continued results we must mark out our future point on the horizon and work towards it by walking down a path in its direction.

Just as debris lies on the path to the destination, focus on walking the path and not the debris that we must tread over to get there.

Be sure to keep resetting the point on the horizon recurrently as the horizon moves as you approach it.

This article was contributed by Guy Ralfe, co-founder of Active Garage and co-author of the upcoming book "ProjectManagementTweets". You can follow Guy on Twitter at gralfe.

Tagged as: constraints, effort, execution, Leadership, maconomy, operations, Strategy, vision