Introduction.

In this the last of our four-part series on ‘Unpacking Lean Leadership’, we will look at how to nurture Lean leaders after going through the costly and time-consuming processes of identification, selection and training.

Many businesses I deal with have an ongoing concern that if they train and nurture people to become effective Lean Leaders, that they are in fact just creating better employees for the next employer particularly due to an increase in mobility with millennial and post-millennial employees.  I find this a defeatist attitude as what they are really saying is that they do not have the confidence that they can provide long-term employment opportunities, or that they are intimidated by these new leaders who they now see as competition for their own jobs.  This mindset must change to focus on business growth and prosperity using this new capital to take the business into the future.

Strategy

Nurturing and retaining trained Lean leaders requires a strategic approach, ongoing effort, creating a positive work environment, and providing intelligent incentives. Having practiced leadership as an RAF officer and an industry leader for a combined 45 years, I know it’s tough, but here are some strategies that have worked for me in nurturing and sustaining new leadership talent.

Be Interested.

If you want to nurture new leaders, you must be interested in them and their development.  This may seem obvious but too many leaders treat their personnel as a resource or a threat and not as a future force multiplier for business.  Get to know your people by talking with them and not at them.  Understand their interests as well as their strengths and weaknesses and maintain a dialogue that will support and encourage their development.

Career Development and Advancement.

Nurture Leaders Through Clear Career Pathways.  To keep people interested in staying in your business, they must be able to see clear promotion opportunities.  As part of your annual review with each person you should clearly outline these potential career advancement opportunities within the organization, and how they can better prepare themselves to take these opportunities for personal and business gain.  If you are not doing at least an annual review, then start now.  Depending on the individual this review may need to be every 6 or even 3 months.  Remember these people are an investment.

In one plant where I was a leader, there were no such opportunities for advancement until I sat down with senior leadership and looked at how introducing levels of opportunity would improve retention and job satisfaction.  The upshot was a 3-level leadership program that was actually cost neutral and was readily accepted by the team.

You should also involve your new and potential leaders in succession planning, preparing them for these higher-level roles.  This is where a partnering or mentoring program can be so useful as more senior personnel pass on their experience.  This was the daily routine in the military where I served for 30 years, but I see this less in the civilian world.  If those that are interested in developing leadership are all working toward the same aim, even though there would be healthy competition, I have always found be they military or civilian that ‘the cream will always rise to the top.’

Continuous Learning.

Learning in all areas of business should never be a ‘once and done.’  Offer opportunities for continuous learning either developed internally (which is the ideal) or bought in from external sources.  Advanced courses, certifications, and industry conferences not only improves the individual to run your business but builds a culture of internal entrepreneurship.

Support growth in your people in supporting them becoming members of professional organizations.  For example, the Institute of Leadership (ILM) has a comprehensive program of training that will develop your team members.  Project7 work closely with the ILM and our Lean Leadership Acadamy has been certified to ILM level 5.

Recognition and Acknowledgment of Achievements.

Regularly acknowledge and celebrate the achievements of your growing leaders, particularly if they have made advances in Lean projects and improvements and always acknowledge exceptional performance.  However, make these acknowledgements meaningful and sustainable. Often a public thank you is enough or letting them use a premier parking spot for a month; keep it simple and sustainable.  I saw one company reward an employee with a flat screen tv, and then enter a whole world of hurt when the next month the ‘winner’ was given a first aid kit.  Another company rewarded the entire plant for hitting the best production figures ever with a steak bar-b-que.  However, when they exceeded the best ever figures again the next month, they only got pizza.

Competitive Compensation and Salary Reviews.

Though you should conduct regular salary reviews to ensure compensation remains competitive within the industry, be mindful that employees will leave your business and move elsewhere for the same or even less money if they do not see a future in staying with your business. Baby boomer bosses can be particularly guilty of thinking younger employees can overlook a poor situation and lack of advancement with a bonus. Compensation must be fair and equitable, but it will not guarantee retention.

Empowerment and Autonomy

Empower Lean leaders with the authority to make decisions and implement changes. Allow new leaders to take ownership of significant Lean projects as soon as they are able, fostering a sense of responsibility and accomplishment. Adults learn best by doing and as long as they have some level of supervision and can only ‘fail safe,’ then let them learn by participative action.

Foster a culture of collaboration where Lean leaders work closely with cross-functional teams. It is frightening how often I have worked in a business where people have worked in the same building for 10 or 15 years and yet have never spoken to each other even when a simple conversation could solve a difficult problem. Encourage open communication with and across your new leaders and maintain open lines of communication between leaders at all levels, particularly with upper management.

Culture

Nurture your developing leaders in line with your business culture ensuring that culture is the lived experience of your people and not just a poster in the reception area of your business. I remember going to one business that had such a poster which was surrounded by awards for excellence in production and leadership. It was all very impressive until I looked at the dates on the awards and the most recent was 15 years old. If your culture is not supporting excellence ‘today’ then it needs a close examination and that should start with your current leaders, to avoid nurturing a next generation of leaders who will also fail.

Work-life Balance

Work-life balance and flexible work arrangements have become a norm in many industries since the pandemic.  In manufacturing this has always been difficult, but not impossible.  If you want to get payback on the time, money and effort you put into nurturing leadership then you have to try and be the difference.  Though this can be very difficult on a 24/7 production line you can start to make the change by asking your people what you can do to improve work-life balance, and flexible work arrangements.  For some, job sharing can work, for others operating a true Lean process can reduce hours, for others they might just like a quiet spot away from the production line to have their lunch.  Progressive, pragmatic, leaders have to find the ‘art of the possible,’ and not parrot the worn out “it has always been that way.”

Conclusion.

Nurturing and retaining trained Lean manufacturing leaders requires a comprehensive approach that includes career development, recognition, a positive work environment, supportive leadership, work-life balance, a sense of purpose, and a strong organizational culture. By focusing on these areas, organizations can create an environment where Lean leaders feel valued, challenged, and motivated to stay and grow within the company.

If you need a partner to implement or progress leadership development in your business, we really would like to help. It could just be a conversation, or helping you set up a syllabus or developing and delivering your training.  Let’s open a dialogue and replicate our success in your business.