Just a spoonful of sugar
This post originally appeared on the Lean Career Compass community run by Value Stream Leadership.
“Respect for people” – This tenant has been thrown around a lot within the lean community in the past few years. It’s been used to challenge every company that’s ever done a layoff or anyone that is tough on someone else. Far too often, I see respect for people thrown around as “be nice, be gentle, be Mary Poppins.” Give everyone that spoonful of sugar with any medicine. And if they don’t like the medicine, they can skip it.
I believe respect for people is all about the medicine.
It’s about treating people with dignity, not taking it easy on them.
It’s about telling them the truth, not telling them what they want to hear.
It’s about holding people accountable, not letting them slide.
It’s about developing people through coaching and difficult-to-hear feedback, not allowing them to wallow in their current-but-unacceptable current state.
Respect for people is not about being Mary Poppins. It’s not about the spoonful of sugar. It’s about the medicine. And it’s time that the lean community took some of that medicine.
Respect for people for me is definitely challenging them to reach their own psychological flow within the physical flow of materials and informations in the organisation.
I have written something about this argument in a guest post for The Lean Way di Ankit Patel which will go out in a couple of days. Check it out!
Respect for people for me is definitely challenging them to reach their own psychological flow within the physical flow of materials and informations in the organisation.
I have written something about this argument in a guest post for The Lean Way di Ankit Patel which will go out in a couple of days. Check it out!
Respect for people for me is definitely challenging them to reach their own psychological flow within the physical flow of materials and informations in the organisation.
I have written something about this argument in a guest post for The Lean Way di Ankit Patel which will go out in a couple of days. Check it out!
You’re right. This gets to the heart of a discussion that took place at my company last Friday. While having some discussion on x-charts as part onf policy deployment the question of posting them came up. Many managers were hesitent to post them, not uncommon for a young company (young in terms of Lean). There was information about moving some proudcts to other plants (that could be debated itself, but it will allow for higher margin growth). Now if we can’t be honest and open with our employees how do we respect them, how do they trust management. I was able to convince the team that it is our job to make sure they understand our plan otherwise they will not support it. If they don’t support it how do we achieve it.
Is it more about the medicine that the sugar coating. If you always sugar coat things to your employees then will never be prepared for the hard news when it comes. It is easier if they are part of it.
Tim McMahon
A Lean Journey Blog
http://leanjourneytruenorth.blogspot.com
You’re right. This gets to the heart of a discussion that took place at my company last Friday. While having some discussion on x-charts as part onf policy deployment the question of posting them came up. Many managers were hesitent to post them, not uncommon for a young company (young in terms of Lean). There was information about moving some proudcts to other plants (that could be debated itself, but it will allow for higher margin growth). Now if we can’t be honest and open with our employees how do we respect them, how do they trust management. I was able to convince the team that it is our job to make sure they understand our plan otherwise they will not support it. If they don’t support it how do we achieve it.
Is it more about the medicine that the sugar coating. If you always sugar coat things to your employees then will never be prepared for the hard news when it comes. It is easier if they are part of it.
Tim McMahon
A Lean Journey Blog
http://leanjourneytruenorth.blogspot.com
You’re right. This gets to the heart of a discussion that took place at my company last Friday. While having some discussion on x-charts as part onf policy deployment the question of posting them came up. Many managers were hesitent to post them, not uncommon for a young company (young in terms of Lean). There was information about moving some proudcts to other plants (that could be debated itself, but it will allow for higher margin growth). Now if we can’t be honest and open with our employees how do we respect them, how do they trust management. I was able to convince the team that it is our job to make sure they understand our plan otherwise they will not support it. If they don’t support it how do we achieve it.
Is it more about the medicine that the sugar coating. If you always sugar coat things to your employees then will never be prepared for the hard news when it comes. It is easier if they are part of it.
Tim McMahon
A Lean Journey Blog
http://leanjourneytruenorth.blogspot.com
Respect for people is one of the key principles of Lean. Everyone merits a level of respect due to their inherent human dignity. However, we must be careful not to reduce “respect” to some sort of superficial sentiment.
For example, a kaizen culture is reflective of a workforce that employs principle-driven kaizen (value stream improvement-based kaizen events and daily kaizen activities). “Respect” is properly manifested in Lean leadership’s genuine inclusion of employees in continuous improvement efforts, extended properly to empowerment, recognition, technical and behavioral development, etc. so that it transcends just inclusion to ownership. BUT, with this opportunity, there comes responsibility and accountability…in an appropriately transparent, visually managed, environment to drive process adherence (standard work) and process performance. In an organization that practices superficial respect this is intimidating. Not so in a truly Lean organization.
Respect for people is one of the key principles of Lean. Everyone merits a level of respect due to their inherent human dignity. However, we must be careful not to reduce “respect” to some sort of superficial sentiment.
For example, a kaizen culture is reflective of a workforce that employs principle-driven kaizen (value stream improvement-based kaizen events and daily kaizen activities). “Respect” is properly manifested in Lean leadership’s genuine inclusion of employees in continuous improvement efforts, extended properly to empowerment, recognition, technical and behavioral development, etc. so that it transcends just inclusion to ownership. BUT, with this opportunity, there comes responsibility and accountability…in an appropriately transparent, visually managed, environment to drive process adherence (standard work) and process performance. In an organization that practices superficial respect this is intimidating. Not so in a truly Lean organization.
Respect for people is one of the key principles of Lean. Everyone merits a level of respect due to their inherent human dignity. However, we must be careful not to reduce “respect” to some sort of superficial sentiment.
For example, a kaizen culture is reflective of a workforce that employs principle-driven kaizen (value stream improvement-based kaizen events and daily kaizen activities). “Respect” is properly manifested in Lean leadership’s genuine inclusion of employees in continuous improvement efforts, extended properly to empowerment, recognition, technical and behavioral development, etc. so that it transcends just inclusion to ownership. BUT, with this opportunity, there comes responsibility and accountability…in an appropriately transparent, visually managed, environment to drive process adherence (standard work) and process performance. In an organization that practices superficial respect this is intimidating. Not so in a truly Lean organization.
Thanks for sharing your thoughts folks.
Instead of thinking about respect for people while trying to plan your lean efforts on a grand scale, just try to think about respect through daily actions. Ask yourself “will this action demonstrate respect?”
Thanks for sharing your thoughts folks.
Instead of thinking about respect for people while trying to plan your lean efforts on a grand scale, just try to think about respect through daily actions. Ask yourself “will this action demonstrate respect?”
Thanks for sharing your thoughts folks.
Instead of thinking about respect for people while trying to plan your lean efforts on a grand scale, just try to think about respect through daily actions. Ask yourself “will this action demonstrate respect?”
I think you’re short changing the liability mindset – Or “will this action get us sued”?
Jim
I think you’re short changing the liability mindset – Or “will this action get us sued”?
Jim
I think you’re short changing the liability mindset – Or “will this action get us sued”?
Jim
Jim, that certainly pops up when making big decisions such as whether or not to communicate a major change. I don’t think it factors in when people are deciding how to react when someone makes a mistake. That’s more behavioral, and less legal.
Jim, that certainly pops up when making big decisions such as whether or not to communicate a major change. I don’t think it factors in when people are deciding how to react when someone makes a mistake. That’s more behavioral, and less legal.
Jim, that certainly pops up when making big decisions such as whether or not to communicate a major change. I don’t think it factors in when people are deciding how to react when someone makes a mistake. That’s more behavioral, and less legal.
I was reading an article about respect in japan and I found it very interesting (Read it here http://news.bbc.co.uk/2/hi/asia-pacific/4594782.stm)
From BBC News
“One of the most obvious manifestations of the respect (in japan) that’s still so crucial here is the system of senpai and kohai.
Senpai is the Japanese word for a person in a club, or your workplace, or school or college who is your senior.
The relationship is complex. There are mutual obligations on both sides.
A kohai is expected to obey and show respect to their senpai but the relationship is like that of a mentor – the senpai is expected to guide, teach and protect their kohai to the best of their abilities…
…The obedience they learn is something they adopt in many other relationships throughout their working life.
The senpai, if they treat them well, earn their respect.
Any older person might be your senpai but your “true” senpai is someone who has earned your respect.”
There are two point that I find interesting about this:
1. “There are mutual obligation on each side.” This implies that not only the senior has to respect the junior but vice versa. I wonder how often respect for your senior or manager gets over looked. What do you think? Have you ever had a boss that you showed no respect to and in turn he or she didn’t respect you?
2. “The senpai, if they treat them well, earn their respect.” One of the crucial points is that the senior must respect them. Once again mutual two way respect. Not just respect for the manager nor respect for the junior employee.
I like what you say here in this post. I think that we must not confuse respect with being nice.
One thing that I like about Japan is that often their senior and junior relationships are developed early in life and that often the people are good friends. This relationship takes work and time. It doesn’t come over night.
I guess the best way for us to learn how to show respect for people better is to treat them like a friend by building relationships of trust. Trust is key to these Japanese sempai/kohai relationships along with time.
I was reading an article about respect in japan and I found it very interesting (Read it here http://news.bbc.co.uk/2/hi/asia-pacific/4594782.stm)
From BBC News
“One of the most obvious manifestations of the respect (in japan) that’s still so crucial here is the system of senpai and kohai.
Senpai is the Japanese word for a person in a club, or your workplace, or school or college who is your senior.
The relationship is complex. There are mutual obligations on both sides.
A kohai is expected to obey and show respect to their senpai but the relationship is like that of a mentor – the senpai is expected to guide, teach and protect their kohai to the best of their abilities…
…The obedience they learn is something they adopt in many other relationships throughout their working life.
The senpai, if they treat them well, earn their respect.
Any older person might be your senpai but your “true” senpai is someone who has earned your respect.”
There are two point that I find interesting about this:
1. “There are mutual obligation on each side.” This implies that not only the senior has to respect the junior but vice versa. I wonder how often respect for your senior or manager gets over looked. What do you think? Have you ever had a boss that you showed no respect to and in turn he or she didn’t respect you?
2. “The senpai, if they treat them well, earn their respect.” One of the crucial points is that the senior must respect them. Once again mutual two way respect. Not just respect for the manager nor respect for the junior employee.
I like what you say here in this post. I think that we must not confuse respect with being nice.
One thing that I like about Japan is that often their senior and junior relationships are developed early in life and that often the people are good friends. This relationship takes work and time. It doesn’t come over night.
I guess the best way for us to learn how to show respect for people better is to treat them like a friend by building relationships of trust. Trust is key to these Japanese sempai/kohai relationships along with time.
I was reading an article about respect in japan and I found it very interesting (Read it here http://news.bbc.co.uk/2/hi/asia-pacific/4594782.stm)
From BBC News
“One of the most obvious manifestations of the respect (in japan) that’s still so crucial here is the system of senpai and kohai.
Senpai is the Japanese word for a person in a club, or your workplace, or school or college who is your senior.
The relationship is complex. There are mutual obligations on both sides.
A kohai is expected to obey and show respect to their senpai but the relationship is like that of a mentor – the senpai is expected to guide, teach and protect their kohai to the best of their abilities…
…The obedience they learn is something they adopt in many other relationships throughout their working life.
The senpai, if they treat them well, earn their respect.
Any older person might be your senpai but your “true” senpai is someone who has earned your respect.”
There are two point that I find interesting about this:
1. “There are mutual obligation on each side.” This implies that not only the senior has to respect the junior but vice versa. I wonder how often respect for your senior or manager gets over looked. What do you think? Have you ever had a boss that you showed no respect to and in turn he or she didn’t respect you?
2. “The senpai, if they treat them well, earn their respect.” One of the crucial points is that the senior must respect them. Once again mutual two way respect. Not just respect for the manager nor respect for the junior employee.
I like what you say here in this post. I think that we must not confuse respect with being nice.
One thing that I like about Japan is that often their senior and junior relationships are developed early in life and that often the people are good friends. This relationship takes work and time. It doesn’t come over night.
I guess the best way for us to learn how to show respect for people better is to treat them like a friend by building relationships of trust. Trust is key to these Japanese sempai/kohai relationships along with time.
Sorry the link above didn’t work
here it is
http://news.bbc.co.uk/2/hi/asia-pacific/4594782.stm
Sorry the link above didn’t work
here it is
http://news.bbc.co.uk/2/hi/asia-pacific/4594782.stm
Sorry the link above didn’t work
here it is
http://news.bbc.co.uk/2/hi/asia-pacific/4594782.stm
Thank you all for your comments.
Kevin, I think mutual respect is the ideal state. In Japan, they often start there. In the U.S., we often don’t and it has to be earned. I think one of the mistakes we make is people say to themselves “I’m not going to respect them until they respect me.” Of course, if you are both saying that, the conclusion is obvious.
Thank you all for your comments.
Kevin, I think mutual respect is the ideal state. In Japan, they often start there. In the U.S., we often don’t and it has to be earned. I think one of the mistakes we make is people say to themselves “I’m not going to respect them until they respect me.” Of course, if you are both saying that, the conclusion is obvious.
Thank you all for your comments.
Kevin, I think mutual respect is the ideal state. In Japan, they often start there. In the U.S., we often don’t and it has to be earned. I think one of the mistakes we make is people say to themselves “I’m not going to respect them until they respect me.” Of course, if you are both saying that, the conclusion is obvious.
Agree that mutual respect is the ideal state. You provided some good examples of respect. I’m going to add another, which is also appropriate to lean. In our time-starved, information-overload work lives, we need to be sure to respect people’s time and not waste it. This means giving people time to provide meaningful feedback, acknowledging their feedback, using everyone’s time wisely in meetings, and on and on.
Agree that mutual respect is the ideal state. You provided some good examples of respect. I’m going to add another, which is also appropriate to lean. In our time-starved, information-overload work lives, we need to be sure to respect people’s time and not waste it. This means giving people time to provide meaningful feedback, acknowledging their feedback, using everyone’s time wisely in meetings, and on and on.
Agree that mutual respect is the ideal state. You provided some good examples of respect. I’m going to add another, which is also appropriate to lean. In our time-starved, information-overload work lives, we need to be sure to respect people’s time and not waste it. This means giving people time to provide meaningful feedback, acknowledging their feedback, using everyone’s time wisely in meetings, and on and on.
I really like that Liz. Wasting time is the worsts.
Thanks Jamie for this post. I found it very insightful!
I really like that Liz. Wasting time is the worsts.
Thanks Jamie for this post. I found it very insightful!
I really like that Liz. Wasting time is the worsts.
Thanks Jamie for this post. I found it very insightful!
Thanks Kevin, I appreciate it.
Thanks Kevin, I appreciate it.
Thanks Kevin, I appreciate it.