culture change

“For too long, L&D has focused on creating day-long training programs where employees are all on the same path, regardless of their individual knowledge or experience” states this article in Chief Learning Officer.   Covid-19 has forced us to test and challenge many of our assumptions, such as whether or

I recently had the opportunity to give a speech for a different audience that I’m used to – the Centennial National Convention for the Delta Phi Epsilon sorority. The majority of the audience were university undergraduates, either in leadership roles at their sorority or planning to take leadership roles. As

My last two Lessons from the Road columns [Building Behaviors Bedrock of Lean Success and Build a Deliberate Culture, Not an Accidental One] focused on the tactics and strategies of culture change, which is crucial for a successful lean journey. One of those tactics is to role model the right

In my last Lessons from the Road column, I introduced the the idea that culture is the most important element of lean transformation. I was fortunate to have the opportunity early in my lean journey to see just how important the correct behaviors would be, regardless of how well you

What do you do when you see one of your directs exhibiting the wrong behavior? Do you react? Do you pretend you didn’t notice? Do you call it out immediately? There is a common phrase, which I don’t is well understood, that states: “praise publicly, criticized privately.” While I do

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