Month: August 2016

My latest podcast with Mark Graban

by Jamie Flinchbaugh on 08-31-16

It has been far too long since I’ve recorded a podcast with my friend Mark Graban, as this short history from his post indicates: Jamie was previously a guest on episodes #5, #6, #10, #50 (where he interviewed me), and #64. We were long overdue for another one. This episode

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Give authority to those closest to the information

by Jamie Flinchbaugh on 08-17-16

The following video was recently shared with me, and it reminding me of hearing the speaker in person. It’s a great story. It is the story of Captain David Marquet, Commander of a nuclear submarine, which is an environment that is perhaps least tolerance of leadership failures, and therefore a

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Solving (or embracing?) conflicts of interest

by Jamie Flinchbaugh on 08-15-16

I’ve had to resolve many conflicts of interest over the years. I’ve always felt uneasy about them, and often went to extremes just to avoid the impression of a conflict of interest. Then someone said something to me that really got me thinking: “If you don’t have any conflicts of

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How do you determine your core competencies?

by Jamie Flinchbaugh on 08-11-16

I was recently asked how someone should go about determining their core competencies. I had actually never thought about that question deeply. Any time it has come up, it either seemed obvious, or we just hacked our way to a determination based on some informed argument. So I gave it

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Stop saying you're busy

by Jamie Flinchbaugh on 08-08-16

“How are you?” someone would ask. “Busy” was my natural response. But over 100s of repeated responses, it seemed insufficient to describe just how busy I felt. So the response would vary from “very busy” to “extremely busy” to “a bit overwhelmed at the moment.” Was I looking for pity,

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Never leave in silent disagreement

by Jamie Flinchbaugh on 08-05-16

Whether a longer kaizen event or just a long meeting, it is commonplace to establish ground rules for the meeting. Some companies have standing ground rules that apply to all meetings. Others make it the facilitators’ job to establish them with the group before the meeting starts. There are some

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Make money or make meaning?

by Jamie Flinchbaugh on 08-03-16

Every company can have a mission and a vision. What are we about? What are we good at? But if you really want to think about your company’s direction, ask this very hard question… If my company did not exist, why would the world be not as good a place?

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Reflections at the end of 15 years with the Lean Learning Center

by Jamie Flinchbaugh on 08-01-16

When I co-founded the Lean Learning Center 15 years ago, I never thought I would be leaving. It was my long-term vision that when I’m 70 years old (assuming I’m able to get that far), I’d still go back and play a bit of a role in teaching the Lean

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