principle based leadership establishing true north
TRANSCRIPT
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Principle Based LeadershipEstablishing True North
Troy DuMoulinVP Research & Development
Pink Elephant
Welcome & Agenda
2
1. Principles / Values Based
Leadership
2. Personal Balance & Fulfillment
3. Establishing True North
4. Hoshin Kanri Planning
5. The Results Pyramid
Objective
Understand how Lean Leaders establish
organizational alignment & produce results
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Lean Leadership Is Principle Based
A ”Principle" is a shared understanding and
acceptance of a value or truth that is certain and is not up
for debate.
A ”Value" is a person's personal belief for or against
something.
3
Shared Values & Culture
Organizational Culture is the collective result of how people on the team think and behave, their shared values and how they react to internal and external stimuli. A company culture is either decisively created and nurtured from the very beginning or - more typically - it develops haphazardly over time through the beliefs and experiences of those on the team.
4How Values-Based Leadership Transforms Organizational Cultures - Forbes
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Principles and Values Should Match
Finding Balance:
Principled-driven people typically develop their
personal values to align with a larger set of shared
principles.
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Finding Meaning & Fulfillment
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Autonomy: The need of a person to direct their own
path
Mastery: The desire and pleasure of people who
become excellent at something.
Purpose: People are motivated by the fact that they
do something for a reason or contribute to
something greater than themselves
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The Three Dimensions Of Behaviour
7
Self-Interest
Habit 1 - The practice of intentional and proactive choice means to be led by
Principle vs. External Pressure or Self-Interest. Lean describes specific
principles that drive organizational effectiveness.
• What do I value?
• How do I respond?
• Choices?
External
Pressures
Principles
(True North)
Establishing True North
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Any organization that wishes to gain alignment needs to start with a shared Vision.
Lean Leaders understand the importance of creating True North Values.
Motivating employees by connecting organizational
goals to employees’ personal values.
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Systems Thinking & IT Culture
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Velocity = Speed With Direction!
Shingo Model™ - Utah State University
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Business improvement through the
understanding of the relationship between
principles, systems, tools and results
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Hoshin Kanri – (Policy Deployment)
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“A management system in which all employees participate, from the top down and from the bottom up,
and humanity is fully respected.”
- Dr. Kaoru Ishikawa
Ensures alignment across all aspects of IT operations:
Vertical alignment ensures all stakeholders from the boardroom to operations are aligned
Horizontal alignment ensures that cross-functional stakeholders of each value stream have aligned goals
Catch-Ball Communication
12
A proposed vision is expressed by the leader
The subordinate responds with an interpretation
The leader then reviews the feedback
The ball (idea) is passed back and forth, new ideas emerge, as do consensus on the right course of action
How
Any time when cascading goals
Any time that a higher level planning team is asking others to implement their plans
When
A method of idea generation
To confirm the practicality of proposed plans
Actively solicit feedback and ideas from the "lower" level people that are responsible for actually implementing the plans
What
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The 7 Steps of Hoshin Planning
Establish Organizational Principles & Vision
Develop Breakthrough Objectives (Missions)
Develop Annual Objectives (Strategy Planning)
Deploy Annual Objectives (Program Mgmt.)
Implement Annual Objectives (Projects / Kaizen)
Monthly Review
Annual Review
13
C
A
T
C
H
B
A
L
L
Self Reflection
1
2
3
4
5
6
7
True North: Case Study Example
14
Principles / Values
• Build Trust
• Speak Up
• Reach Out
• Innovate Now
• Prioritize Work
• Go Team
IT Vision
Business Vision?
Annual Key Result Areas:
• Customer Sat. - Baseline
• Cost of Ops – 5% decrease
• Close Problems – Close to 0%
• Reduce Tech Diversions (Shadow IT) – by 10%
• Associate Onboarding – Employee Start Day
• Portfolio Mgmt.
• Program Mgmt.
• IT Operating Model
• Capability
• Process
• Roles (K&S)
Blue: Exists
Grey: Undefined
Discussion, there is no way to align, qualify
/ quantify / measure the Key Result Areas
without the grey areas being defined and
mapped
Break Though Objectives
(Missions)
• Projects
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The Results Pyramid
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Results1 Results2
Actions1 Actions2
Beliefs1 Beliefs2
Experiences1 Experiences2
Behavior Change
Culture Change
Rogers Connors / Tom Smith
Questions & Thank You
Troy DuMoulin
blogs.pinkelephant.com/troy
@TroyDuMoulin
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