Who is Bill Gaw?
And why should we listen to him?
Manufacturing Management Training
Strategic Planning
PART VIII.
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Emergent Leaders The ISPteam leaders emerged from the presentations with new confidence and stature in the department. They were seen as rising leaders by their peers, and acted even more boldly to lead their respective areas. Proactivity with Confidence The department saw that proactive leadership behavior could make a positive difference and create respect for what had been perceived as a reactive support function. Improved Relationships and Stature MIS was gradually viewed in a different light within the Company. Senior management began to trust the department and gave us less heat on routine issues. Learnings What did we learn from the experience of the ISP project? I summarize the principal lessons: Proactive Leadership Contrary to some conventional wisdom, under the right conditions, middle management can lead significant change projects without "waiting" for direction from senior management or outside consultants. Those who act like leaders will begin to think like leaders, and will thus become leaders. Change Management Projects that seek to implement significant change should study and practice the body of knowledge around "change management." Much of this material is relatively new and immature, but some excellent work has been done. Don't leave home without it! Project Management The classic wisdom of large-scale project management all applies to change projects. Thorough knowledge and experience with these issues is required. The larger the project, the greater the risk. Making Change Personal Ultimately, the success of large-scale change projects depends on people who are willing to change themselves. Change is hard for people, even when it may seem "obvious" that it is necessary. Ask yourself "what's in it for them?" World Class Manufacturing Menu lean
six sigma success six
sigma presentations success High-Involvement Old-style planning projects neglected the role of people; they forgot the people in the plan. New-style planning recognizes that excited, self-motivated people are no accident; they are a direct product of the planning process itself. Early, active involvement, usually through cross-functional teams, builds their commitment (through ownership). People who "own" the plan will make it happen without manipulation or coercion. Changing Mindsets Significant change projects usually involve changing more than just behavior. They involve changing mindsets. This is the hardest of work, and requires the greatest planning and attention to detail. When successful, it yields the most dramatic results. People and groups who are able to complete successful change projects are invaluable assets in any field. As the ISP project demonstrated, such projects result directly from study of those who have gone before us. We are limited only by our capacity for hard work and imagination. STAY CONNECTED To stay current on manufacturing competitive knowledge, please subscribe to our weekly bulletin, "Manufacturing. Basics and Best Practices (MBBP)." Simply fill in the below form and click on the " subscribe button." We'll also send you our Special Report, "6-Change Initiatives for Personal and Company Success." All at no cost of course. Your personal information will never be disclosed to any third party. privacy policy Here's what one of our subscribers said about the MBBP Bulletin: "Great articles. Thanks for the insights. I often share portions of your articles with my staff and they too enjoy them and fine aspects where they can integrate points into their individual areas of responsibilities. Thanks again." Kerry B. Stephenson. President. KALCO Lighting, LLC Manufacturing
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