Implementing LEAN in any organization requires an understanding of the dynamics of change, how they affect individuals in the organization and an ability to translate vision into terms people can understand and buy into.

There is a misconception today that people are resistant to change. People are not resistant to change. People are resistant to being changed. They don’t want to embark on any new initiative unless they fully understand it and see the benefits it brings. It is our job as managers to help them in this discovery process, answering their questions, constantly describing the advantages of the change, explaining the individual’s role and the changed organization at the end of the process. You can not over communicate change. You can not talk too much about change. You can not over encourage people to participate in the process of change. If we don’t do this, people will resist change.

This is especially important in organization that is in the process of becoming LEAN. The LEAN process is a process of continuous change. To successfully implement LEAN we need to empower everyone to take what ever action necessary to improve processes. We also need to hold everyone accountable for making changes.

There are three distinct phases of change. The first is starting on the journey. This starts when the decision. To change is made. The third is a new beginning, some point in the future when the new culture emerges. The middle phase is the transition phase. This is the most exciting phase of change. There are no rules in this phase. We can try anything. If it works and benefits the customer, we implement and hardware it. If it doesn’t, we make adjustments, if it still doesn’t, we scrap it and try something new. In order to be successful we need an empowered accountable organization willing to try. If we don’t prepare the organization properly and support it in the transition phase, it will not be successful.

The Two Minute Tip- How to Hold Your Manager Accountable

 In times of rapid and unrelenting change we are held accountable by our managers for our conduct and performance.

But who’s holding the managers accountableA question I’m frequently asked is “How do I hold my manger accountable when they don’t get things done?”

Its takes courage to initiate the process and confront your manager but it will make a profound positive difference in your relationship with them. Your manager may not even be aware of your concern and how it’s affecting your performance and maybe even your attitude.

It’s a simple five step process.

1.  Start by describing the situation as you saw or heard it. “Mr. Bayer, you said you were going to…and tell them your issue and then say was disappointed (or perhaps frustrated, or stressed) when you didn’t do it.
2. Wait for a response.
3. Once you have a response, open by saying “What would be really helpful to our working relationship is…” and then tell them.
4. Wait for a response
5. Then close by saying “Can we agree from now on… “ and state the action you have both just agreed to take.

 Use these simple steps and see the positive difference it can make in your relationship with your manager.