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Most Popular Management and Leadership Quotes on Our Site in 2016

These were the most popular quotes on the Curious Cat Management and Leadership Quotes web site in 2016 (based on page views). Follow the link on the quote text for the source and more information on the quote.

  1. Having no problems is the biggest problem of all.Taiichi Ohno
  2. Performance appraisal is that occasion when once a year you find out who claims sovereignty over you.Peter Block
  3. Don’t look with your eyes, look with your feet. Don’t think with you head, think with your hands.Taiichi Ohno
  4. The answer to the question managers so often ask of behavioral scientists “How do you motivate people?” is, “You don’t.”Douglas McGregor
  5. People who can’t understand numbers are useless. The gemba where numbers are not visible is also bad. However, people who only look at the numbers are the worst of all.Taiichi Ohno
  6. quote image with photo of Dr. Deming - A bad system will beat a good person every time.
  7. Real benefits come when managers begin to understand the profound difference between “cost cutting” and “eliminating the causes of costs.”Brian Joiner
  8. Standards should not be forced down from above but rather set by the production workers themselves.Taiichi Ohno
  9. A bad system will beat a good person every time.W. Edwards Deming
  10. A leader is a coach, not a judge.W. Edwards Deming
  11. Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence.Sheryl Sandberg*
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Cater to Customers Desires to Achieve Customer Delight

Customer delight requires understanding your customers needs and desires. Often even your customers don’t understand these well. Businesses that have a deep appreciation for what their customers, and potential customers, desire and that create systems to deliver solutions that delight those customers benefit greatly from that effort.

To build a sustainable enterprise you must provide value customers will appreciate.

Your customers do not have one unified set of desires. Some customers may want as good an experience as is possible and if that costs substantially more they are happy to pay. Others want to pay the least possible while having an acceptable experience.

Singapore Airlines can cater to creating a great experience. And even within that system they can segment the offering a bit and create coach class, business class and first class. They seek to provide a great experience for everyone but have extra space and amenities offered for higher classes of service for those wanting that given the cost.

Southwest Airlines can cater to providing a friendly and inexpensive experience while passing on providing certain amenities. Southwest understands that they are creating a system to deliver value to customers that appreciate a no frills environment that still treats them with respect. treat customers honestly and with respect.

Aligning what is delivered with what is marketed is also important and something Southwest does well. Other airlines market as if they will provide what Singapore Airlines does and provides a miserable experience instead. I think it helps provide Southwest focus in marketing and operations seeing how badly many of their competitors frustrate customers continually in very visible ways.

To delight customers determine what they desire based on a deep understanding of them. Make sure you understand what they act on not just what they say.

Even if you determine what they want is to spend as little as possible don’t try to trick them with false claims about low prices. The most despised companies all seem to do this (cable TV companies, airlines, mobile phone plans, some contractors…). Essentially they play bait and switch except they don’t even offer the choice to decline once they provide the real price. They just slap on extra fees after they sold you with promises of the cheaper cost.

Instead cater to meet the importance of low price but still treat customers with respect. Yes, you might cut some corners a bit so customers have to wait longer for support or don’t have as much hand holding as they could get for a higher price. But there are many things that can be done with well designed systems to provide very good service while keeping costs low. In fact often better service can be provided at lower costs because systems designed well include less waste and create fewer problems. Those problems are costly to solve and damaging to customers.

Your customers will not have monolithic desires. A big factor in the success of providing solutions that delight customers. Sometimes that means creating product and services that delight people with a wide range of expectations. Other times it means delivering different solutions to delight the different audiences.

My mechanic is trustworthy and less expensive than my other options. He also lacks many of the amenities others might desire. But for me I am delighted with his service. I am happy to drive 30 minutes to get service from him, passing by many other options. I trust him to know what to do and act in my best interest while charging a fair price.

My dentist is very good and expensive. He doesn’t accept insurance (if you have insurance you can submit the bills yourself but his office doesn’t get involved). He does all the dental work himself, including cleaning (which is rare in my experience – often the simple tasks are assigned to others). Assistants deal with scheduling and billing. His market is to provide great service to those customers willing to pay. This is not a strategy that would work for most dentists I don’t think, but it works very well for him and his delighted customers (like me). The customers willing to pay for this level of service is limited but if you delight enough people who are willing to pay you create a sustainable business.

Knowing what your customers want and creating systems to deliver that to them is how to build a great business. It sounds easy but few businesses really do know what their customers want. And even fewer focus on delighting them by continually improving the value they offer.

Related: The Customer is the Purpose of Our Work (2012)
Customer Focus with a Deming Perspective (2013)the most important customer focus is on the end users (2012)What Job Does Your Product Do? (2007)What one thing could we do better? (2006)

20 Most Popular Posts on the Curious Cat Management Blog in 2016

These posts were the most popular posts on the Curious Cat Management Improvement Blog in 2016 (as measured by page views, as recorded by my analytics application).

photo of John Hunter

John Hunter, Frijoles Canyon, Bandelier National Monument, New Mexico, USA.

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Most Popular Links on Management Sub-Reddit in 2016

I created the management sub-reddit many years ago. The management sub-reddit provides links to worthwhile management improvement content and the members indicate those links they liked. Here is a list of the most popular links added in the last year.

  1. Unintuitive Things I’ve Learned about Management by Julie Zhuo on Medium
  2. Mental Models I Find Repeatedly Useful by Gabriel Weinberg on Medium
  3. How to Lead From Any Level In the Organization on the Aileron blog.
  4. Five Lean Myths and the Reality of Thinking Lean by Jeffrey Liker on the Leadership Network.
  5. And it’s gone —The true cost of interruptions by Gabriela Motroc on Jaxenter.
  6. Why ‘Modern’ Work Culture Makes People So Miserable by Jeffrey Pfeffer on his blog.
  7. Managers Are Not Non-Leaders: Managers Need to Practice Things We Classify as Leadership Traits by John Hunter on the Curious Cat Management Improvement blog (this blog obviously)
  8. A Minimum Viable Product Is Not a Product, It’s a Process By Yevgeniy (Jim) Brikman on the ycombinator blog
  9. For Continuous Improvement, Think Like a Child by Jon Miller on the Gemba Academy blog.
  10. Myth: If You Can’t Measure It, You Can’t Manage It by John Hunter on The W. Edwards Deming Institute blog.
  11. The Tesla Way vs. The Toyota Way by Mark Donovan and James Womack on Lean Post.
  12. How Personal Kanban Changed My Life by Katrina Coker on Leading Agile.

“Most popular” is not necessarily an indication of the best content; but it does seem likely the links that many people in the community liked will be of interest to many of the readers of this blog.

Related: Most Popular Links on Management Sub-Reddit in 2015

Podcast: Building Organizational Capability

The Software Process and Measurement Cast 420 features an interview with me, by Thomas Cagley, on Building Organizational Capability (download podcast).

John Hunter in the podcast:

Changing how organizations are managed makes a huge difference in people’s lives, not all the time and I understand most of the time it doesn’t. But when this is done well people can go from dreading going to work to enjoying going to work, not every single day – but most days, and it can change our lives so that most of the time we are doing things that we find valuable and we enjoy instead of just going to work to get a paycheck so we can enjoy the hours that we have away from work.

photo of John Hunter

John Hunter, Zion National Park, Utah, USA

Here are some links where I go into more detail on some of the topics I discuss in the podcast:

Thomas Cagley: If you have the power to change any 2 things that affect decision making what would they be and why?

John Hunter:

First that results are evaluated. Make decisions then evaluate what actually happens based upon what you do. Learn from that, improve how you make future decisions and keep iterating.

That idea of evaluating what actually happens is extremely powerful and will reinforce going in the right direction because if you evaluate most decisions many organizations make nothing got any better. And after doing that many times you can learn this isn’t working, we need to do something better.

And the second would be more prioritization. Make fewer decisions but take more time to make those decisions, implement those decisions, evaluate those decisions, learn from those results and iterate again.

I hope you enjoy the podcast.

Related: Software Process and Measurement Podcast With John Hunter on my book Management MattersDeming and Software Development

Continually Improving Using a Focus on Delighting Customers

ASQ asked the ASQ influential voices to respond to this question: What is the best way to ensure quality and customer integration grow together?

When I first got involved in the quality field that name (quality) seemed to vague for me. And different people and organizations seemed to have vastly different meanings in mind for efforts they all grouped under the heading of quality. What I came up with to capture what I was interested in was customer focused continuous improvement. Continual is actually a better word than continuous for what I had in mind, I now know.

But that phrase has held up in my mind (unfortunately it is a bit long and so isn’t ideal either). Focusing on continually improving with a deep understanding of customer needs and the marketplace will do you well. Customer integration is required in the customer focused continual improvement framework I have discussed on this blog and in my book: Management Matters: Building Enterprise Capability.

Beach with reclining chairs and thatched toped umbrella looking into the ocean with small boats in the view

Wonderful beach near Hoi An, Vietnam where you can order food and drinks in peace. See more photos by John Hunter.

Accepting that as a wise course of action leaves the question of how to continual improve with an integrated deep focus on customers. These shouldn’t be two isolated activities. And even to continually improve without worrying about customers requires viewing the organization as a system is critical in my view (which further enhances integrating the customer into the organization’s DNA). As anyone reading this blog knows my beliefs build on the work of W. Edwards Deming, so appreciating the importance of a systemic view is to be expected.

A deep appreciation for the long term needs of your customers and potential customers should guide where in the system to continually improve. And my belief on how to continual improve is to create and continually improving management system with principles of experimentation (with the necessary understanding of what conclusion can be drawn from results and what cannot), an understanding of the organization as a system and respect for people as principles to be guided by to achieve continual improvement.

Quality practices of experimentation directed at continually improving management practices and internal processes need to be completely integrated with the efforts to continual improve customer delight. Those efforts should be one process and therefore they automatically grow together.

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Bell Labs Designing a New Phone System Using Idealized Design

I remember hearing this same story when Russ Ackoff spoke at the Hunter Conference on Quality (which was named in honor of my father) in Madison, Wisconsin.

If you haven’t heard this story you are in for a treat. And if you haven’t heard Russell Ackoff before you get to enjoy a great storyteller.

"Tape" of Ackoff’s Bell Lab Lecture at the US Navy.

If you would limit yourself to paying attention to 5 thinkers to advance your understanding of managing organizations Ackoff should be one of them. Of course, many managers don’t even try to learn from 5 leading management thinkers to do their jobs better over their career. So for many people just learning from Ackoff, Deming, Scholtes etc. they would be far ahead of the path they are now for their career. Of course you are not limited to learning from 5 people so you can learn from more if you want to be a better manager and leader.

I probably remember a great deal from maybe 5 talks from the more than 5 years I attended the Hunter Conference (and they were the best conferences I have attended – this might explain why the last conference I attended was maybe 7 years ago). This was one of them. And I realized that Ackoff was someone I could learn a great deal from and it caused me to learn a great deal from Russ Ackoff over the next decade.

Watch the video for much more but the basic idea of idealized design is to create a new design for a product, service or the organization based on existing feasibility but without the constraints of the existing setup. Then you can use that ideal to figure out a plan to move from the existing state to that idealized design. Russell Ackoff co-authored a good book on the topic: Idealized Design.

Related: Ackoff, Idealized Design and Bell Labs (2006)Corporations Are Not Led By Those Seeking to Maximize Shareholder Value, Russ AckoffTransformation and Redesign at the White House Communications AgencyRussell L. Ackoff: 1919 -2009Dr. Russell Ackoff Webcast on Systems ThinkingDesigning a New Organization (2005)

Burning Toast: American Health System Style

Democrats and Republicans have created a health care system in the USA over the last 40 years that “burns toast” at an alarming rate. As the symptoms of their health care system are displayed they call in people to blame for burning toast.

Their participation in the “you burn, I’ll scrape” system is even worse than the normal burning then scraping process. They create a bad system over decades and ignore the burnt toast just telling people to put up with it. And when some burnt toast can’t be ignored any longer they then blame individuals for each piece of burnt toast.

They demand that those they bring before them to blame, scrape off the burnt toast. And they act shocked that the toaster burns toast. That is the same toaster they designed and maintain at the behest of those benefiting from burnt toast continues to burn toast.

We need to fix the decades old broken toaster that the Democrats and Republicans built and have maintained. Dr. Deming called excessive healthcare costs a deadly disease decades ago yet Democrats and Republicans allowed it to continue harming us year after year and decade after decade.

We don’t need distractions blaming a few individual for what the two parties have created and maintained for decades. We need leaders to address the real issues and stop the distraction that those benefiting from the current system want to continue to see from those in Washington.

You don’t fix the system if all you do is blame individuals for each piece of burnt toast. Fixing blame on each piece of burnt toast is exactly what those that have continued to make sure the system is designed to continually burn toast love to see. It is a good way to make sure the fixes needed to the design of the toaster are not addressed. Both political parties have done well by those they receive payments from to ensure that the current toaster isn’t changed.

For decades the data shows the USA health care system costs are nearly double that of other rich countries with no better results. And we are not comparing to some perfect ideal, those efforts we compare to need much improvement themselves. So how bad much the USA health care system be to cost nearly twice as much as those systems that have plenty of room for improvement themselves?

Related: EpiPen Maker Also Hiked Prices on a Slew of Other MedicationsUSA Health-Care System Ranks 50th out of 55 CountriesDrug Prices in the USA, a system continually burning toast (2005)USA Heath Care System Needs Reform (2009)2015 Health Care Price Report – Costs in the USA and Elsewhere

Lead by Building Organizational Capability

The result of a recent interview with me has been posted: How to Lead From Any Level In the Organization

2. Help people solve their problems.

Similar to helping other people grow their careers is the idea of helping other people to solve their problems. Again, this starts with a clear understanding of your sphere of influence. “It determines what strategies you can pursue, and building your sphere of influence should be part of your decision making process.”

What it comes down to is proving yourself in this way—and doing so consistently. “It isn’t some secret sauce. Prove yourself to be valuable and you will gain influence. Help people solve their problems. They will be inclined to listen to your ideas.” And helping people to solve their problems doesn’t mean you are giving them the answer. It may mean you asking empowering questions.

John says if you focus on building the capability in the organization to understand variation and to appreciate how to use data—then you are on the right path, and can increase your influence in addition.

“You need to build into the organization things like a focus on pleasing the customer instead of pleasing your boss.” When combining all of these methods, that is when your leadership is going to be most effective.

Hopefully you will find the entire post worthwhile.

More links related to interviews with me about improving management: Leadership While Viewing the Organization as a System, Business 901 Podcast Deming’s Management Ideas Today, Meet-up: Management Improvement Leader John Hunter.

Integrating Technical and Human Management Systems

ASQ has asked the Influential Voices on quality management to look at the question of integrating technical quality and human management systems. How do different systems—technical or human—work together? How should they work together?

My view is that the management system must integrate these facets together. A common problem that companies face is that they bring in technical tools (such as control charts, PDSA improvement cycle, design of experiments, kanban, etc.) without an appreciation for the organization as a system. Part of understanding the organization as a system is understanding psychology within this context (as W. Edwards Deming discussed frequently and emphasized in his management system).

To try and implement quality tools without addressing the systemic barriers (due to the management system and specifically the human component of that system) is a path to very limited success. The failure to address how the organization’s existing management system drives behaviors that are often counter to the professed aims of the organization greatly reduces the ability to use technical tools to improve.

If the organization rewards those in one silo (say purchasing) based on savings they make in cutting the cost of supplies it will be very difficult for the organization to optimize the system as a whole. If the purchasing department gets bonuses and promotions by cutting costs that is where they will focus and the total costs to the organization are not going to be their focus. Attempts to create ever more complex extrinsic incentives to make sure the incentives don’t leave to sub-optimization are rarely effective. They can avoid the most obvious sub-optimization but rarely lead to anything close to actually optimizing the overall system.

image of the cover of Managmenet Matters by John Hunter

Management Matters by John Hunter

It is critical to create an integrated system that focuses on letting people use their brains to continually improve the organization. This process doesn’t lend itself to easy recipes for success. It requires thoughtful application of good management improvement ideas based on the current capabilities of the organization and the short, medium and long term priorities the organization is willing to commit to.

There are principles that must be present:

  • a commitment to treating everyone in the organization as a valuable partner
  • allowing those closest to issues to figure out how to deal with them (and to provide them the tools, training and management system necessary to do so effectively) – see the last point
  • a commitment to continual improvement, learning and experimentation
  • providing everyone the tools (often, this means mental tools as much as physical tools or even quality tools such as a control chart). By mental tools, I mean the ability to use the quality tools and concepts. This often requires training and coaching in addition to a management system that allows it. Each of these is often a problem that is not adequately addressed in most organizations.
  • an understanding of what data is and is not telling us.

An integrated management system with an appreciation for the importance of people centered management is the only way to get the true benefit of the technical tools available.

I have discussed the various offshoots of the ideas discussed here and delved into more details in many previous posts and in my book – Management Matters: Building Enterprise Capability. An article, by my father, also addresses this area very well, while explaining how to capture and improve using two resources, largely untapped in American organizations, are potential information and employee creativity. It is only by engaging the minds of everyone that the tools of “technical” quality will result in even a decent fraction of the benefit they potentially can provide if used well.

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Unintended Consequences

Using data to understand your processes and improve them is very useful.

But using data often results in unintended consequences. If you don’t have a good understanding on the pressures collecting data will bring to bear on the system you can create pressure for results that damage the delivery of value to customers.

In this example there are requirements to take action if certain conditions are present. In this case, if the airplane is pushed back from the gate for more than 3 hours without taking off passengers must be given the opportunity to get off.

The Tarmac Delay Rule in 2010 has led to a jump in the rate of flight cancellations

Indeed, to avoid the fines, airlines are now far more likely to cancel flights that are sitting at the gate or on the tarmac than they once were, explains Vikrant Vaze, an assistant professor of engineering at Dartmouth and a co-author of the study. That means you’re now more likely to board your plane, sit there, and then still have the flight canceled.

It doesn’t seem the conditions imposed are unreasonable to me. But the expectation was for airlines to make sensible adjustments and not force customers to wait so long in the airplane sitting on the ground. The system could be improved by having more gates in operation, not pushing loading planes if you knew plane wasn’t going to leave for more than 30 minutes, etc.. But when customer value is taken very lightly (as USA airlines do) it isn’t surprising the USA airlines would take a very customer unfriendly method to avoid the issue that was the source of the new rules.

Distorting the system or distorting the data are often the result, instead of the process improvement that is desired and expected.

Related: Bad Weather is Part of the Transportation SystemPoor Customer Service at USA AirlinesData is Important and You Must Confirm What the Data Actually SaysUnited Breaks GuitarsRespect for Employees at Southwest Airlines

Support Theatre

Support theatre provides the appearance of supporting customers when in fact it is just treating customers poorly based on a management system that disrespects customers. It is a similar idea to security theatre that has become so popular for government in the USA for the last 10 years.

Dilbert does a good job of illustrating “support theatre” in this webcast:

I have had the exact experience Dilbert does of tech support refusing to think about the actual symptoms of the problem and insisting on following some script and wasting my time – repeatedly. This is not some accident. Management has designed systems with the attitude that customer’s time doesn’t matter.

Companies that practices support theatre are usually very focused on cutting the company’s cost and not “wasting” the companies time fixing the problems they create for customers or even helping customers put on “band-aids” to cope with the injuries the company has inflicted on the customer. Those companies also don’t learn from their failures to improve and stop future customers from suffering the consequences of their poor processes.

It is painful to interact with such companies. I find that most large companies I am forced to interact with are deeply into support theatre and only very superficially concerned with customers. It is a shame that the type of customer focus that those interested in management improvement have been advocating for decades is ignored by so many companies today.

If you care about your customers and want to build an organization that prospers by delighting customers go to the customer (user) gemba. Focus on how to improve the customer experience. You likely will have many easy opportunities to improve how things operate since the experience for customers today is often so bad.

Related: Making Life Difficult for CustomersPracticing Mistake-Promoting Instead of Mistake-Proofing at AppleCustomer Service is Important (2006)Simple Customer Care Strategy: CommunicateUse Urls, Don’t Use Click x, Then Click y, Then Click z InstructionsHow to protect yourself from your credit card companyVerizon Provides Lousy Service = Dog Bites Man (2008)Is Poor Service the Industry Standard? (2006)Incredibly Bad Customer Service from Discover Card

Acting Without Theory Often Results in Wasted Effort

When you act without theory you can find yourself beating your head against the wall, in ways similar to this woodpecker bangs its head against this sign.

This bird may have copied the pecking behavior without understanding the theory. Pecking steel won’t lead to it uncovering insects to eat. Alternatively, it may be pecking to make noise and attract a mate or tell other woodpeckers this territory is claimed. If mates and others acknowledge the metal pecking noises then the behavior may be rewarded (the noise is louder than pecking wood so it may even be an innovation with improved results), if not, the beating its bill against the sign is wasted effort.

If you don’t understand why you take action you will find yourself wasting effort. You must have a theory that you can test in order to test what is working, what changes actually lead to improvement and to learn. If this bird wants to find food it will discover this method isn’t effective.

I wrote about a similar example before: Experience Teaches Nothing Without Theory.

Related: We are Being Ruined by the Best Efforts of People Who are Doing the Wrong ThingEffort Without the Right Knowledge and Strategy is Often WastedThe Illusion of Knowledge

Transform the Management System by Experimenting, Iterating and Adopting Standard Work

In this short video, Dr. John Toussaint describes how ThedaCare applied leadership standard work to create a successful management transformation. The changes to the management system were tested by applying standard work for all positions in 2 parts of the organization (including all senior management positions) and learning and adapting and then spreading the new methods to the rest of the organization.

Changes to the management system require the same testing and piloting of changes on a small scale as other process changes. Experiment by going an inch wide and a mile deep, iterate over PDSA cycles, and once we have a solution that works adopt it widely (the A in PDSA).

Related: Systemic Workplace ExperimentsTransforming a Management System, A Case Study From the Madison Wisconsin Police DepartmentTransformation and Redesign at the White House Communications AgencyCulture Change Requires That Leaders Change Their BehaviorStandard Work InstructionsHow To Create a Continual Improvement Culture

Most Popular Management and Leadership Quotes on Our Site in 2015

These were the most popular quotes on the Curious Cat Management and Leadership Quotes web site in 2015 (based on page views). Follow the link on the quote text for the source and more information on the quote.

  1. Having no problems is the biggest problem of all.Taiichi Ohno
  2. Managers who don’t know how to measure what they want settle for wanting what they can measure.Russell Ackoff
  3. Don’t look with your eyes, look with your feet. Don’t think with you head, think with your hands.Taiichi Ohno
  4. The answer to the question managers so often ask of behavioral scientists “How do you motivate people?” is, “You don’t.”Douglas McGregor
  5. Performance appraisal is that occasion when once a year you find out who claims sovereignty over you.Peter Block
  6. A bad system will beat a good person every time.W. Edwards Deming
  7. People who can’t understand numbers are useless. The gemba where numbers are not visible is also bad. However, people who only look at the numbers are the worst of all.Taiichi Ohno
  8. We believe customer number one, employee number two, shareholder number three… Because you’ve take care of the customer, take care of the employees, shareholder will be taken care of.Jack Ma
  9. A leader is a coach, not a judge.W. Edwards Deming
  10. Real benefits come when managers begin to understand the profound difference between “cost cutting” and “eliminating the causes of costs.”Brian Joiner
  11. Standards should not be forced down from above but rather set by the production workers themselves.Taiichi Ohno
  12. A problem never exists in isolation; it is surrounded by other problems in space and time. The more of the context of a problem that a scientist can comprehend, the greater are his chances of finding a truly adequate solution.Russell Ackoff
  13. 95% of changes made by management today make no improvement.Peter Scholtes
  14. blame the process not the person. We need to ask, “how did the process allow this to happen?”Brian Joiner
  15. Good execution of performance appraisal is not the solution. More people are realizing that improving how performance appraisal are done is an attempt to do the wrong thing better. If you insist on doing the wrong thing, I suppose you might as well do it better but how about just not doing the wrong thing at all?John Hunter
  16. A system is more than the sum of its parts; it is an indivisible whole. It loses its essential properties when it is taken apart. The elements of a system may themselves be systems, and every system may be part of a larger system. – Russell Ackoff
  17. All Models Are Wrong But Some Are UsefulGeorge Box
  18. It is wrong to suppose that if you can’t measure it, you can’t manage it – a costly myth.W. Edwards Deming
  19. the aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people to do a better job with less effort. – W. Edwards Deming
  20. There are three ways to get better figures… Improve the system… Distort the system… Distort the figuresBrian Joiner

20 Most Popular Posts on the Curious Cat Management Blog in 2015

This is a list of the 20 most popular posts on the Curious Cat Management Improvement Blog last year (as measured by page views, as recorded by my analytics application).

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Culture Change Requires That Leaders Change Their Behavior

This month The ASQ Influential Voices are reacting to Luciana Paulise’s post:
Facing Cultural Barriers by Leaders to Strengthen a Culture of Quality.

As Luciana stated:

leaders need to change their behavior first if they want to change the entire company culture

W. Edwards Deming wrote in The New Economics:

The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge.

The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people. Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to.

I believe for significant changes to culture transformation of the individual is required. And I have seen this take place many times. Real gains can be made by applying a few tools and concepts effectively; without transformation. But changes to the culture come from significant changes in how people think.

In a previous post I wrote about What to Do To Create a Continual Improvement Culture

In order to create a culture that enhances your effort to continually improve you must crate systems that move things in that direction. Part of that system will be the continual assessment of how your organization is falling short of your desired culture. This requires honest assessment of the current state. And it requires those in leadership to design systems to get a clear picture on what is really happening in their organization.

Related: Create a Culture Seeking Continual Improvement or Use Band-Aids?Transforming a Management System – A Case Study From the Madison Wisconsin Police DepartmentChange is not Necessarily Improvement

Most Popular Links on Management Sub-Reddit in 2015

I created the management sub-reddit many years ago. The management sub-reddit provides links to worthwhile management content and the members indicate those links they liked. Here is a list of the most popular links added in the last year.

  1. People Don’t Fail, Processes Do by Terry Smith on The Lean Post
  2. The common objection to seniority pay is, “It’s rewarding dead wood!” My response is, “Why do you hire dead wood? Or why do you hire live wood and kill it?” – Peter Scholtes by John Hunter on The W. Edwards Deming Institute Blog
  3. If you adopt only one agile practice, let it be retrospectives. Everything else will follow. by Woody Zuill on the Mob Programing blog
  4. People who believe they can manage everything often prove themselves capable of managing nothing. by Henry Mintzberg on his blog.
  5. Culture is what culture does. Culture isn’t what you intend it to be. by David Heinemeier Hansson on Signal v. Noise
  6. Lean Knowledge Work by Bradley Staats and David Upton on Harvard Business Review
  7. The more you learn and the more you improve, the more you understand how far away perfection really is. by Kevin Meyer on the Gemba Academy blog
  8. Working at Netflix by Brendan Gregg on his blog
  9. Hospitals Can’t Improve Without Better Management Systems by John Toussaint on Harvard Business Review
  10. Seven Agile Best Practices by Esther Derby on her blog.
  11. The Aim Should be the Best Life – Not Work v. Life Balance by John Hunter on the Curious Cat Management Improvement Blog (this blog, obviously)
  12. Don’t “Defeat” Your Customers (and Yourself) by Jim Womack on Planet Lean
view of Borobudur temple with hills in the background

Photo by John Hunter of Borobudur temple in Indonesia.

It isn’t like “most popular” is some important ranking; but it does seem likely the links that many people in the community liked will be of interest to many of the readers of this blog.

Related: 10 Most Popular Posts on the Curious Cat Management Blog in 2014Dell, Reddit and Customer Focus (2006)Your Online Presence and Social Networks for Managers

Making Your Case to Senior Executives

This month Dr. Suresh Gettala writes about the Talking To the C-Suite About Quality in the monthly ASQ Influential Voices post.

My take is a bit different than Dr. Gettala (and most others) in that I believe CEOs are so wedded to short term financial measures that if you are speaking to them you need to both appeal to this bias while also fighting to move the organization away from being led by such a bias. That task isn’t easy, the financial bounty heaped on CEOs makes it very difficult for them to think of the long term and about the normal customer experience.

In order to “make the sale” the advice is pretty simple, short term financial measures are what will work (most of the time). Clear data that shows cost savings or increased sales are what they want to see. Of course, we have all seen how easy it is to manipulate data to make a case for whatever you are arguing for. If you are making the case that other powerful people (in the room) want to be made and the CEO wants to hear those claims will be easily accepted most of the time.

If you are challenging the Highest Paid Person’s Opinion (HiPPO) (and/or their supporters) you will have great difficulty getting your data listened to no matter how compelling it is. Knowing this going into your meeting is critically important.

If you can’t find a very clear case to be made for your position, strongly supported by difficult to refute data you may well want to just go along with the desires of those with power. I tend to fight for what I think is right, no matter if my chances of success are low, but this isn’t really a wise strategy.

The Starry Night at the MET with a teacher standing and students sitting

The Starry Night at the Metropolitan Museum of Art in NYC. Photo by John Hunter; see more NYC photos.

I do try to focus on building the organization into one that will support my belief in a customer focused organization build on a foundation of respect for people striving to continually improve results through experimentation but this is a challenge. And trying to talk to the c-suite about quality when they are not ready to adopt that model of management doesn’t do much good.

Though admittedly I am not a good salesperson, I succeed by making things work better not by spinning good stories about how things could be better. Good salespeople will have more success with the challenge of getting a skeptical crowd to accept change, but senior executives normally are not easy to sell on new ideas. My strategy is to build my reputation by achieving results using good management practices. That builds the case for using the management ideas I believe in and listening to what I say (based on past results instead of my charisma or communication skill).

My advice is to grow your circle of influence and build the capability of the organization to adopt a customer focused continual improvement management system. Once that is done, speaking to the c-suite is easy. Before that is done, speaking to them is still easy, unless you want them to change their short term financial focus.

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Change Management: Create a Culture Seeking Continual Improvement or Use Band-Aids?

Successfully shepherding change within an organization is often a challenge. Often change management strategies are mainly about how to cope with a toxic culture but exclude the option of fixing the toxic culture. Why not address the root causes instead of trying band-aids?

The most effective strategy is to build an organizational culture into one that promotes continual improvement. A continual improvement culture is one that is constantly changing to improve (grounded in long term principles: respect for people, experiment, iterate quickly, etc.).

You can try to push change in an ad hoc basis by adopting some strategies to create a similar feeling about the individual change effort. But that isn’t as effective as establishing them in the culture are. Strategies such as: going the gemba, pdsa, build trust via respect for people…

These tools and concepts build trust within the organization. The do that by showing people are respected and that the change effort isn’t just another in the long line of wasted effort for ineffectual change. The first part can be addressed, normally the second part can’t be addressed effectively. Often that is at the core of the issue with why the change effort isn’t working. It is a bad solutions. It hasn’t been tested on a small scale. It hasn’t been iterated numerous times to take a seed of an idea and grow it into a proven and effective change that will be successful. If it had been, many people would be clamoring for the improvement (not everyone, true, but enough people).

But still you can use strategies to cope with lack of trust in your intentions with the change and lack of trust in the effectiveness and fear of change. Some of those are included in the links below. But mainly my strategy is based on focusing on building the proper culture for long term excellence and the change management strategies are just short term coping mechanisms to help deal with the initial challenges. Using those strategies as a long term solution for dealing with change in a toxic culture isn’t a very sensible way to manage.

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