Category: Leadership Articles

Measure and Analyze-The People Side

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The People Side of Defining Process Improvement

This is the fourth in a multi-part series on process improvement written by Polly Walker and Amy McKee.

The strategies and people side of sustained and meaningful process improvement will be the focus and we welcome your feedback about this series. 

By Amy McKee

Last week, we covered the Measure and Analyze phases within the DMAIC framework.

From a people perspective, this is often a place where the right people are excluded as things get measured. The results you come up with in the Measure and Analyze phases will be critical to the overall implementation acceptance. Here are 3 important tips to consider from a people aspect:

1. Meaningful Metrics.

You can’t change what you don’t measure. Often an improvement effort is focused on improving bottom line results or delivery to the end-customer. Those items are standards for measuring performance of a process, but they leave out the most important assets to a process: PEOPLE! While some people may debate what is meaningful, there are two guarantees that will always determine implementation success.

a. How easy is it for the people responsible for doing the job to do it well? The easier the process, the more consistent and the easier it is for employees to excel at the job.
b. Anything CAN be measured. If the measurements do not currently exist, you just need to devise a measurement method that is repeatable (A measures twice and gets the same answer) and reproducible (A and B measures the same thing and gets the same answer).

2. Appropriate Precision of Process Maps.

W. Edwards Deming often said, “Understand the process just enough to make improvements, but not enough that the current system begins to make sense.” A process map should always be done with the help of key stakeholders and recognize that the level they are in the organization will likely play into what level of detail they include. Plan accordingly.

3. Present Analytical Metrics and Tell a Story.

The majority of people are not mathematically inclined and only about 20% of the population is process oriented. The remaining 80% of people are either visual or kinesthetic. This means that to get a point across, you need to paint a clear picture of what the data means and leave people feeling good about your analysis. You can do this by:

a. Using metaphors and pictures so they understand the data, and
b. Relate metrics back to how it makes people feel – employees and customers alike. 

Defining Process Improvement-Measure and Analyze

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More Technical Approaches to Process Improvement

This is the third in a multi-part series on process improvement written by Polly Walker and Amy McKee.

The strategies and people side of sustained and meaningful process improvement will be the focus and we welcome your feedback about this series. 

By Polly Walker

In previous articles, we have covered the “D- Define” step of DMAIC approach and the people strategies associated with that step. This week we will provide some high-level activities that should occur during the “M- Measure and A – Analyze” steps of a process improvement project.

STEP TWO: MEASURE

1. Gather current data/trends for performance metrics for the process. If there are no metrics identified, work with the department and workgroup to develop/identify pertinent process performance metrics and ongoing tracking/reporting mechanisms.

2. Chart the as-is workflow.

STEP THREE: ANALYZE

3. Utilize the “as-is workflow” and workgroup input to identify challenges, wastes and bottlenecks using the LEAN (and/or Six Sigma) methodology.

4. Utilize the most appropriate analytical tools (control charts, FMEA, etc.) to further analyze the process.

5. Use design principles, best practices and/or team insights to create recommendations to redesign the process and eliminate waste.

Celebrating Leaders-Carnival Cruise Lines

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Reconnecting with Rock Stars!

Truly honored and blessed to reconnect with the leadership team from Carnival Cruise Lines.

Energetic, heart filled and highly skilled, these leaders were eager to hone their skills even farther.  No amount of superlatives will be able to completely describe this group and the relationship with each of them is priceless.

Defining Process Improvement-The People Side

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The People Side of Defining Process Improvement

This is the second in a multi-part series on process improvement written by Polly Walker and Amy McKee.

The strategies and people side of sustained and meaningful process improvement will be the focus and we welcome your feedback about this series. 

By Amy McKee

“Process Improvement” is critical to organizations as they evolve and environmental changes occur. It allows an organization to constantly focus on becoming more competitive and improving their use of resources with an impact on the bottom line.

However, no change is ever complete without people adopting the change. The people side of Process Improvement is equally critical to step-by-step process of improving a process. As such, this series will follow the “The Process of Process Improvement” to give you tips on positively impacting the people as you work to improve processes.

Last week, we covered the first of the five DMAIC steps: “D- Define”.

From a people perspective, this is the most critical phase. What you do here will greatly impact the flow of the rest of the project. Here are 3 important tips:

1. Assemble a good team. I always encourage people to include key stakeholders. That is standard. There are two other team participants I like to add: a key naysayer and a non-stakeholder. Here’s why:

a. The naysayer will bring up all of the arguments of why something won’t work. Address these concerns and that naysayer will become the biggest advocate. Plus, they will make sure the process is solid.
b. A non-stakeholder brings an outsider’s perspective and often can add some creativity to the solution.

2. Set a Clear and Well-Formed Outcome. So often we think about the end goal as only being some quantifiable number associated with the business case. We disregard other important aspects like:

a. How do we want our team will feel by the end of the engagement? What needs to happen for that to occur?
b. Envision the end of the project. Did you meet your goals? What does that look like? What are people saying? How does everyone feel? What are you telling yourself?

3. Align the Team. A tremendous amount of confusion and arguing can be avoided when the team starts with a common core set of values in regards to the project. Here is a simple question to ask:

a. “What is most important to you about this project?” (impact, time required, prestige, team collaboration, leadership development, etc.)
b. Ask each team member this question and then have the group agree on the top 3-4. It will make a big difference as the project unfolds so you can cater to the agreed upon needs of the group. The top 3-4 values also can be used as criteria for decision making.

The Process of Process Improvement

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Improvement Has Both Process and People Considerations

This is the first in a multi-part series on process improvement written by Polly Walker and Amy McKee.

The strategies and people side of sustained and meaningful process improvement will be the focus and we welcome your feedback about this series. 

By Polly Walker

“Process Improvement” is a phrase thrown around frequently in today’s business world. But what is it?

It is a project to analyze the steps of a process, analytically determine what improvements can be made, implement those improvements, and continually monitor and track the results of the improvement. In order to maximize the effectiveness of the process improvement project, the “DMAIC” approach must be utilized.

“The Process of Process Improvement” is the first article in a series designed to walk you through the five steps of the DMAIC approach, and the change management and people strategies needed for each of the steps.

This week, we will cover the first of the five DMAIC steps: “D- Define”.

STEP ONE: DEFINE

1. Receive request from Project Sponsor to initiate a continuous improvement project.

2. Gather the following items that relate to the process being reviewed in order to understand the scope/frame the problem:

a. Strategic, Business and/or Improvement Plan(s) and Budget Documents

b. Performance Metrics for the Process (i.e. defect rate, cycle time, etc.)

c. Drivers/Key Customer Requirements for the Process

d. Policies, procedures and all training and communication documentation

3. Draft the project charter, including timeline, deliverables and team members.

4. Review draft charter with the Project Sponsor, and get input from the project team in order to finalize the charter.

Going from Knowing to Doing

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Success Requires Moving from Learning Into Change and Action

“What saves a man is to take a step. Then another step. It is always the same step, but you have to take it.”  Antoine De Saint-Exupery.

  • Positive Emotional Composition Enhances Physical Energy
  • Focus on Energy Management
  • Identify your Internal Motivators
  • Create Habits
  • Use an Accountability Team: Peers, Mentors, Family and Friends

By Teresa Lowry

I am fascinated by the process that takes us from knowing what we need to do to be successful to actually doing it. Nike encourages us to “Just Do It”. Life experience tells us it is not always that easy. We know the actions we need to take to be better leaders, better humans but how do we get from knowing to doing?

At Aegis Learning we are committed to creating a way forward for you. Successful leaders have energy and stamina. Leadership Impact teaches you to cultivate a positive emotional composition which results in increased physical energy. With more energy, we can maintain the habits created to meet our goals. To stay the course, we have peer coaches and mentors to hold us accountable. We can remain committed to positive habits by understanding our internal and external motivators.

GET YOUR EQ IN THE GAME

Emotional intelligence (EQ) is critical to successful leadership. Emotions drive attitudes and beliefs. Attitudes and beliefs drive behavior. 80% of our reactions, responses and decisions are driven by our emotions. Emotions have an impact (positive or negative) on our physical energy. By managing your emotions, you can consciously choose to operate in a zone of optimism and enthusiasm. Improved emotional health allows for increased energy to accomplish our goals.

At a recent company retreat several team members expressed a desire for more time to accomplish various goals. Highly accomplished and very productive professionals, these are the same people who the busier they are the more they accomplish. This started me thinking about whether the answer to what we need is more time or do we really need more energy?

In their book “The Power of Full Engagement” Jim Loehr and Tony Schwartz conclude that energy not time is the fundamental currency of high performance. Their study reveals that performance, health and happiness are grounded in the skillful management of energy. In addition to monitoring our emotional composition to support increased energy we require the creation of positive habits.

To jump start new habits you need motivation. Back to EQ and knowing yourself. Motivation is unique to the individual and the habits we will cultivate must resonate at our core. Organizational theorists Thomas Malone and Mark Lepper have identified several sources of intrinsic motivation: Challenge, Curiosity, Control, Fantasy, Cooperation, Competition, and Recognition. Determine which motivators resonate with you. These intrinsic motivators become key to the creation of new habits.

HABIT IS WHAT KEEPS YOU GOING

Jim Rohn said it best “Motivation is what gets you started. Habit is what keeps you going.” Set up your surroundings to support your goals and habits. In “The Power of Habit” business reporter Charles Duhigg found the key to exercising regularly, losing weight, being more productive and achieving success is understanding how habits work.

For me, exercising seven days a week, at the same time every day lead to making it a habit. There is no decision to be made on whether today is the day or telling myself I can do it tomorrow. I removed the decision-making piece from the equation. Set up your surroundings to support your goals and habits. Changing into my exercise “uniform” first thing in the morning helps reinforce the habit. Cultivate habits that align with your intrinsic motivators. Next, establish your accountability team.

CHOOSE YOUR ACCOUNTABILITY TEAM

J.E. is my Shero. She works the graveyard shift as a nursing supervisor in Labor and Delivery at a local hospital. Married, with four active teenagers at home, J.E. finds the time and energy to attend an 8am Bootcamp workout at my gym. Committed to her health and fitness, this also qualifies as her “me time”. J.E. has a strategy to hold herself accountable. She pays her trainer or work out partner $40 if she does not show up. Her husband has similar habits and shared goals and together they compete in obstacle course races. J.E. knows the power of having friends and family hold her accountable.

Even if we put our workout, meditation, self-improvement related activities on our to do list or calendar many of us are far too willing to break a commitment to ourselves. If we have a friend or partner that we are accountable to we are more likely to not want to disappoint them so we show up. Most people are far more likely to maintain a new habit if they are accountable to a partner, coach or team. Personally, I am intrinsically motivated by a team environment. The thought of running a Spartan Race by myself sends my mind into excuse mode. If I am with a team, the commitment to others ensures I will be there to perform at my highest level.

At the office, choose a colleague, peer coach or mentor to help hold you accountable. Schedule regular meetings. By determining when, where and how it will be done your success rate will be substantially higher.

AEGIS LEARNING THE PATH FORWARD

Aegis Learning provides the tools needed to keep learning alive. The Aegis PATH is a series of emails delivered to you after you have completed a program. Each email will have Five Keys to continue to work on and remember to create the best application of skills possible. There is a self-assessment tool option with each email for you to assess where you are and create an action plan for where you want to be. Your supervisor, mentor or program sponsor will also be receiving a set of emails with discussion points and specifics of follow up. This feature will keep the learning and culture changing competencies in your organization alive.

It is up to you to connect the learning to action by understanding your motivations and creating habits that support successful leadership competencies. Let your accountability team support you. Continue to reassess and evaluate your progress and you will go from knowing to doing.

Teresa Lowry is a passionate advocate for learning, growth and generating real organizational change.
Fueling that passion are exceptional communication abilities, a great training room presence and the ability to connect with people successfully in mentoring and coaching. Personally, Teresa enjoys serving on several community boards, volunteering with non-profit community groups and, along with her husband, you will find her in the gym every morning working out and training for distance and obstacle races.

Aegis Learning Team Retreat 2017

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Planning to Provide You with Better Quality and Value

The Mount Charleston Lodge was the site of the 2017 Aegis Learning team retreat.

To the casual observer, the amount of laughter may indicate that it was nothing but fun and spirited interaction among team members who are also friends.  But the roaring of laughter was just a sign that real work was happening with a team that enjoys each others company immensely.

Using information we gathered from our external customer survey and our internal GAP/SWOT analysis, we have crafted a course for 2018 that will continue to add value and impact to our customers.  Look for 2018 to bring a set of beautifully designed online learning programs, regular webinars, podcasts and great diversity in our newsletter articles.  

Much more than just the technical planning, you will also benefit from many voices, diverse perspectives and incredible and different talents all focused in one direction and with singular, passionate purpose.  We are devoted to your success, to make better people and workplaces and to make a positive impact on the world in which we live.  

Did we mention we laughed a lot too.

Aegis CARES Update-November, 2017 Las Vegas Rescue Mission and Opportunity Village

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Helping to Make Our Community and World a Better Place

Aegis Cares was able to complete two projects this week with impact on our community.

A donation to the Las Vegas Rescue Mission with matching donations from Aegis Learning was delivered that will assist in feeding the homeless population during the holiday season.  The Las Vegas Rescue Mission serves both resident and non-resident homeless and poverty level near-homeless people in the Las Vegas valley by providing basic needs and long-term assistance in substance abuse recovery and life skills.

For the third consecutive year, the team at Aegis Learning is also supporting Opportunity Village by creating a tree for their Magical Forest event.  Opportunity Village consistently is rated the most admired charitable support organization in Las Vegas and provides job and life services to developmentally disadvantaged people.  

Thank you to all the Aegis Cares volunteers and supporters and a big thank you to Polly Walker from Aegis Learning for coordinating these giving events.  

#powerof1

#risetopurpose

Aegis Learning Cares
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Owning Our Decisions

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At the end of the day, the decision was yours. Even with collaboration and using systems thinking, you made the call. The decision is part of your leadership record and legacy.

Effective leaders cannot run from their decisions. They cannot blame others. They cannot blame the economy. They cannot hedge or try to escape accountability. It was your decision.

When right on target a decision is a glorious thing. Your hard work paid off and you chose the correct course of action. Everything fell into place nicely and the return was better than anticipated. It is pretty easy to own that type of decision.

The harder decisions to own are the clunkers. The ones that don’t work out so well or the choice that just did not pan out. Those are hard to swallow and to have your name attached.

Effective leaders own decisions that are both good and bad. With good decisions, the leader will share credit with the team, those that provided valuable input and any stakeholder that gave clues about outcomes or consequences.

When the decision is a poor choice you are on your own buddy. Can’t blame the data or any person. It is all you.

With bad decisions, there are a couple of additional decision points that come into play. The poorest choice is to defend and continue to cheerlead for a bad decision. This is simply digging a bigger hole and drawing more attention and potentially, criticism to a bad decision.

The effective leader must admit the mistake and work diligently to fix it. Simply say that you made a mistake, you are sorry and you will get it fixed. Use plenty of personal pronouns to make sure the ownership of the decision is clear. You may not get beaten up for a bad decision but you will certainly loose credibility if you try to run from it.

When looking at a poor decision, first check and see if you gave yourself enough time to analyze and diagnose the situation and all of the potential impacts. This is the most common reason for poor decisions. Then, retrace the system thinking and seek a different and wider scope of input that focuses on why the first decision failed and that the issue still exists. Never compound a poor decision with a rash or arbitrary fix that is simply designed to save face.

By Tim Schneider

Tim Schneider is the founder of Aegis Learning and has been working with teams and leaders for 25 years.   He generates results, impact and his sole focus is your success.

He is the author of The Ten Competencies of Outstanding Leadership and Beyond Engagement and a widely sought speaker, training facilitator and individual development coach.

What’s New at Aegis Learning – Exciting New Tools and Programs!

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Aegis Learning Edge is in Impact, Value and Results

Debut of Q3 and The Path from Aegis Learning

Aegis Learning never stops innovating.  And innovating for you and your growth and we are excited to offer two new tools for your learning and growth.

Q3 is the groundbreaking combination of three pieces of intelligence that neuroscientists and behaviorists indicate have a greater impact on success than traditionally measured IQ.  Q3 combines learning and growth in emotional intelligence, relational intelligence and situational intelligence to provide an incredible growth in personal and professional success factors.  This highly validated set of skills is powerful for leaders, sales professionals, customer service providers and entrepreneurs.   Learn more by clicking the image below.

Aegis Path is a unique set of programmed follow-up tools that will automatically sent to all of our program participants.  This reminder and challenge is accompanied with a self-assessment to measure continued progress and help our participants continue to map out their success in action plan form.  But one of the best parts of Aegis Path is an independent set of tools sent to participant’s sponsors/mentors/leaders that assist them in keeping the learning and culture changing competencies living in their organization.  It maps out discussion points and follow-up with participants to ensure that the return on training investment is long-lived.

Emotional Intelligence, Situational Awareness and Relationships