Lean is a management philosophy that focuses on maximizing value for customers by minimizing waste and creating a culture of continuous improvement. It is about empowering employees at all levels to identify and solve problems, streamline processes, and deliver exceptional results.
James Ott, a seasoned leader with a wealth of experience in Lean and continuous improvement, was a guest on the Accelerating Operational Performance podcast, He has a proven track record of guiding teams to achieve next-level results by fostering a culture of servant leadership and high performance.
Throughout his career at companies like General Electric, Johnson Controls, and Regal Rexnord, James has witnessed the transformative power of Lean leadership firsthand. He shares his insights on the key principles of Lean, the importance of respect for people, his unique perspective on the importance of making yourself redundant as a leader, and the role of leadership in driving a successful Lean transformation. You can listen to his full episode here or watch it on YouTube here.
Early Lessons in Lean: The Importance of Collaboration
James’s journey in Lean leadership began with a valuable lesson in collaboration. Early in his career, he developed a tool to streamline data collection and improve efficiency within his sourcing team. He was confident that his innovative tool would be a game-changer, simplifying tasks and freeing up time for more strategic work. However, to his surprise, his team showed no interest in adopting it.
This experience was a turning point for James, making him see the importance of involving others in the improvement process. He realized that even the most brilliant ideas are destined to fail if they lack the support and buy-in of the team.
“If I am on a journey by myself, I will be at the goal line by myself. And if I bring my teammates along with me, then we’re all going to that goal line, and we’re probably going to score a whole lot more than if I’m going alone.” – James Ott
Innovation is not a solo sport and frontline workers possess invaluable knowledge and insights. True progress requires us to bring people along to foster a sense of shared ownership and purpose. When we involve others in the process, especially those on the front lines, we tap into a wealth of perspectives and ideas, leading to more robust, effective solutions that everyone is on board with.
The Role of Respect in Lean
“When I saw this idea of Lean and respect for people, having both a high expectation with a caring mentality, seeing that balance was really the thing that motivated me to really get involved and get deeper to it.” – James Ott
Lean isn’t simply a collection of tools and techniques; it’s about fostering a culture where every individual feels valued and respected.
We believe that Lean leadership thrives in an environment where respect is paramount. This culture of respect fosters trust, collaboration, and a shared commitment to continuous improvement. When people feel respected, they are more likely to engage in the improvement process, share their ideas, and contribute their best work.
This people-centric approach to Lean leadership recognizes that employees are the most valuable asset and that their knowledge and experience are essential for driving improvement.
Creating a Culture of Problem-Solving
“The biggest priority I’ve got is ownership and accountability. So when I think about a Lean transformation and how we become successful in it, it really starts with what’s the clear vision from the leader, how involved with that execution are they, and their commitment to seeing it all the way through.” – James Ott
Lean thrives in organizations that embrace a culture of problem-solving. This means empowering employees at all levels to identify, analyze, and solve problems, rather than relying solely on management to dictate solutions.
A key element is fostering a sense of ownership and accountability. When employees feel a sense of ownership over their work and are held accountable for their results, both positive and negative, they are more likely to be proactive in identifying and solving problems.
This approach requires a shift in mindset for many leaders, who may be accustomed to being the primary problem-solvers. However, by empowering employees to take ownership, leaders can create a more sustainable and effective system for continuous improvement.
James states that one way to foster a culture of problem-solving is through daily management. This involves regular meetings where employees at all levels come together to review performance, identify problems, and develop solutions. By involving everyone in this process, leaders can tap into the collective wisdom of their team and create a more robust and responsive system.
Another important aspect is the concept of “decision-making waste,” which refers to the inefficiency that occurs when decisions are made at a level too high or far removed from the actual work. By empowering employees closest to the work to make decisions, leaders can reduce waste and create a more agile organization.
“There’s a model we’ve been playing with. This idea of decision-making waste, which can occur when higher-level leaders are making decisions or solving problems that really should be solved or owned by the people at the frontline.” – Greg Schinkel
Decision-making waste can be seen as a form of waste in Lean, similar to overprocessing or waiting. When decisions are made at a higher level than necessary, it can lead to delays, rework, and lost opportunities. Frontline employees, who are closest to the work, often have the best understanding of the problems and potential solutions.
By empowering employees closest to the work to make decisions, leaders can reduce waste, and higher-level leaders can focus on strategic tasks, such as growing the business and planning for the future. This division of labor ensures that everyone in the organization is working on tasks that are appropriate for their level and that the organization is well-positioned for long-term success.
Servant Leadership: Empowering Others
James—like us—is a strong advocate for servant leadership, which means it is a leader’s primary role to serve their team, remove obstacles and provide the support they need to succeed.
James shares an anecdote about a plant manager who, despite his good intentions, inadvertently hindered the team’s progress by taking on tasks that were better suited for frontline employees.
“And it sounds great. It sounds like I’ve got this really involved and interactive leader. But the problem is it breaks down…, if I’m in a 500-person organization and my plant leader is on a fork truck, then that means that he is not working on the strategy of the business during that time. And so the challenge is you will never be more strategic than your leader.” – James Ott
Even well-intentioned actions can inadvertently create bottlenecks and limit the team’s potential. By taking on tasks that should be delegated, leaders prevent their team members from developing their skills and taking ownership of their work.
Servant leadership, on the other hand, empowers individuals to grow and contribute their unique talents to the team. It recognizes that everyone has something valuable to offer. This approach not only benefits the individuals but also drives continuous improvement and operational excellence for the entire organization.
“Leading by example,” can often be misunderstood. True leading by example is not about taking on tasks beneath you but about inspiring and empowering your team to excel. It’s about demonstrating the values and behaviors you expect from your team and creating an environment where they can thrive.
Senior leaders often have more influence and authority, but wielding that power inappropriately at a lower level may not be effective. What’s more important is understanding the challenges faced by frontline teams and helping them overcome those challenges. This aligns with the principles of servant leadership, where leaders prioritize the needs of their team and empower them to succeed.
Making Yourself Redundant
One of the most intriguing aspects James talks about is his emphasis on making himself redundant. He believes that a true leader’s goal should be to empower their team to the point where they are no longer needed in their current role.
This may seem counterintuitive, but James argues that by making himself redundant, he frees himself up to take on new challenges and contribute to the organization in even more meaningful ways. He sees this as a continuous cycle of growth and development, both for himself and his team.
His approach to making himself redundant involves actively developing his team’s skills and knowledge, delegating responsibilities, and fostering a culture of ownership and accountability.
This is a testament to James’s commitment to servant leadership and his belief in the power of teamwork. It is a reminder that true leadership is not about holding onto power but about empowering others.
The Importance of Mentorship
Mentorship has played a significant role in James’ career. He credits his mentors with providing guidance, support, and inspiration. These mentors not only helped him develop his skills and knowledge but also instilled in him the values he holds today.
Mentorship is essential for developing future leaders and fostering a culture of learning and growth within organizations. We encourage leaders at all levels to actively seek out mentors and to provide mentorship to others.
“And as a leader, we’ve got an opportunity to help build community around our people and give them a sense of psychological safety, a sense of empowerment to do things that they’re not used to doing, didn’t know they’re capable of.” – James Ott
Mentorship is a powerful tool for personal and professional development. It provides individuals with the guidance, support, and encouragement they need to navigate challenges, and achieve personal and operational goals.
Advice for Young Engineers
James offers valuable advice for young engineers and technical professionals starting their careers—pursuing one’s passions with sincerity and authenticity. Embrace your unique abilities and interests, even if it is not directly related to your chosen field. He believes that by pursuing passions, individuals can bring a unique perspective and energy to their work, ultimately leading to greater fulfillment and success.
He also encourages young professionals to be intentional and disciplined in their leadership development, seeking out opportunities to learn and grow. He stresses the importance of building a strong network of mentors and colleagues who can provide guidance, support, and advocacy.
He specifies the importance of building trust and rapport with team members. Encouraging young professionals to be open and honest about their strengths and weaknesses, and to actively listen to and learn from others.
And if that wasn’t enough, he also reminds young professionals that leadership is not about titles or positions but about empowering others and making a positive impact. Encouraging them to lead by example, manage up effectively, and always strive to create a positive and supportive work environment.
Key Takeaways: Embracing Lean Leadership Principles for Sustainable Success
James provided valuable insights on Lean and leadership, emphasizing the importance of servant leadership, creating a culture of problem-solving, and the power of mentorship. His unique perspective on making oneself redundant as a leader challenges traditional notions of leadership and offers a fresh approach to driving continuous improvement and operational excellence.
By embracing these principles and fostering a culture of respect, empowerment, and collaboration, organizations like yours can achieve sustainable success. James’ insights serve as a reminder that true leadership is not about titles or positions but about empowering others to achieve their full potential and make a meaningful impact.
We encourage you to apply these principles in your own work and leadership journey. By embracing servant leadership, fostering a culture of problem-solving, and actively seeking out mentorship opportunities, you can create a more engaged, motivated, and high-performing team, ultimately driving exceptional results.
Take a moment to reflect on your own leadership style and identify areas where you can incorporate these principles.
- Are you effectively leading your people and managing your manager?
- Are you fostering a culture of trust, respect, and psychological safety within your team?
Continuously seeking to improve your leadership skills and applying these principles, you can create a more positive and productive work environment for yourself and your team—ultimately contributing to the success of your organization.
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