communication

The 4Cs of Building Trust [Lessons From the Road]

by Jamie Flinchbaugh on 04-03-19

Trust is an important precondition for lean success, but it’s not as easy as asking people to trust you. You must take deliberate actions to build trust. In my latest column for Industry Week, I share the systems I use to build trust-based cultures. I have developed and tested these

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Lessons from the Road: Making Oobeya Work

by Jamie Flinchbaugh on 12-07-16

It’s hard to sound more jargony (yes, I made up that word) than oobeya, but its functionality for improving communication and collaboration for teams is unparalleled. And so, after IndustryWeek’s Jill Jusko described it in Obeya: The Brain of the Lean Enterprise, that opened the door for me to cover

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The beauty and effectiveness of simple communication structures

by Jamie Flinchbaugh on 05-12-14

How do I get engaged communication going with my team? How do I reach them? How do we get people talking without it dragging into an endless venting session? These are questions many leaders struggle with. In an effort to engage people, they open up Pandora’s Box of issues and

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"I messed up" – the words of a leader

by Jamie Flinchbaugh on 09-19-11

Netflix has been and will be written about extensively. I won’t write much but just want to highlight how Netflix co-founder and CEO Reed Hastings began his recent customer communication: “I messed up. I owe everyone an explanation.” Notice he didn’t say “We messed up.” Nope – it was “I”.

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Repetition in Communication

by Jamie Flinchbaugh on 05-04-11

Our friend in the lean community, Liz Guthridge of Connect Consulting Group, recently wrote a blog post titled Reinforce, yes; repeat, no. It caught my attention because I am a big advocate of repetition in communication. At first, it appeared that we were advocating the exact opposite approach. Repeating communication

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Using internal blogging as a leader

by Jamie Flinchbaugh on 11-22-10

How do I communicate with my organization? This is a challenge for any leader particularly as their organization grows. Leaders try to communicate through their staff to the rest of the organization, but the message is often distorted or diluted. Leaders try to communicate through lots of one-on-one conversations, but

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