![]() You don’t see the True North Values of a lean leader. One thing you don’t see, and not enough time is spent emphasising is at the core. You could start with creating a vision and aligning goals, as an example. There are many steps within each stage to accomplish this and the numbers have no relevance. From developing yourself to developing those around you, it is an endless journey that allows you to hone your skills as a leader. This four-stage model caught my attention ten years ago. The model is shown below.įigure 1 – The Leadership Development Model from the book Developing Lean Leaders at All Levels Liker, the best-selling author of the Toyota Way, there was a model suggested for the development of lean leadership. The right stuff that generated this industry called “Lean.” I will share an interview with Greg Howell, co-founder of the Lean Construction Institute, shortly, but first I will share what is at the core of Toyota. ![]() In my research on the proliferation of Lean in the construction, I have found that it takes people with the right values to get the traction needed to make a difference. What value system must be in place to do things right? What value system and foundational values allowed the One World Trade Center to be constructed? A worker recalled that it was like a parade of trades working their way up the building. I also remember thinking about how this building across from me was constructed. ![]() ![]() I think to myself, “What values constructed the One World Trade Center in New York?” From the observatory I remember looking down on the Empire State Building. Looking Down on the Empire State Building ![]()
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