If you want execution, keep it simple!. From a business stand point, there are many more success stories, that are founded on simple, focused ideas, than complex ones. Lean is a very simple concept, it is a learn be doing approach. If you can master this, you will be in service design. It can be taught in 3 steps:
- Go and See the USER.
- Form a vision of where the USER wants to go.
- Visualize the USER’s decision process.
In practice, Lean Service Design is essentially a knowledge transfer system; it’s a training system on how to define knowledge gaps and close them. How you learn or develop this new
skill is the same way you are taught to become proficient at anything. It is how often you do something, not how much you do. As a result, the best way to learn is keep it simple (clarity), do it often (repetition/iteration) and make it manageable. In the Lean sense, make standard work visual and uncomplicated.
A great example of making something simple is the Seinfeld calendar. On the lifehacker blog , he described the calendar that Jerry Seinfeld used to make himself write:
“He told me to get a big wall calendar that has a whole year on one page and hang it on a prominent wall. The next step was to get a big red magic marker. He said for each day that I do my task of writing; I get to put a big red X over that day. “After a few days you’ll have a chain. Just keep at it and the chain will grow longer every day. You’ll like seeing that chain, especially when you get a few weeks under your belt. Your only job next is to not break the chain.”
The idea is to have a calendar for each action step. Write the task above it and start building your chain.
And yes, there is an app for this called Streaks!
This daily action builds habits. I encourage the Lean Engagement Teams that I work with to create daily habits through their reports used at the daily standup meeting. Going through their action plan and either answering a yes or no or maybe a number they start creating a daily plan something very simple. The secret is not to break the chain. After doing this for a while it becomes a habit and something you enjoy doing. It is like a checkmark on a checklist or moving the card on a Kanban to the “Done” Column. You could even equate it to a batter on a hitting streak and use an app.
Make no mistake about it; EXECUTION is what we are looking for from standard work.
If you execute, you can do anything. When a company has a clear mission, and people know how their individual mission fits into the big picture, everyone paddles in the same direction. —Stephen Cooper
The biggest influence on my ability to execute has been Stephen Covey’s, The 7 Habits of Highly Effective People. It provided me a personal method to perform standard work. A later program developed by Franklin Covey was the The 4 Disciplines of Execution which I still listen to for reinforcement but without the context of the training. The actually four disciplines serve as a great guideline for execution:
- Focus on the Wildly Important: Human beings are wired to do only one thing at a time with excellence. The more we narrow our focus, the greater chance of achieving our goals with excellence.
- Create a Compelling Scoreboard: People play differently when they’re keeping score.
- Translate Lofty Goals into Specific Actions: To achieve goals you’ve never achieved before, you need to start doing things you’ve never done before. • Using an entrepreneurial
- Hold Each Other Accountable-All of the Time: Knowing others are counting on you raises your level of commitment.
These disciplines are what guides my own work and has allowed me to guide teams into higher levels of performance.
As I started my consulting path a few years back, I became a facilitator for the Get Clients Now – 28 Day Program. I always struggled with it somewhat because of the language used, appetizers, desserts, etc. but for the most part it provided a simple and concise action plan for assembling Wildly Important into Specific Actions into a Compelling Scoreboard (The Action Worksheet). When used with teams, it provides an excellent format for providing you a line of sight in daily stand-ups and weekly meetings. It was easily modified for individuals and organizations in Google docs for the teams that I was working with. As we all know, most sales efforts fall short in their ability to follow up which is at the core of the Get Clients Now Program. This outline became the core of standard work for my training programs.
Follow-through is the cornerstone of execution, and every leader who’s good at executing follows through religiously. Following through ensures that people are doing the things they committed to do. – Larry Bossidy
In my previous project management experience, I had found it was a matter of available resources that was the biggest inhibitor to actual execution. In most instances, thinking from a manufacturing or using GCN terminology a cook’s perspective, it was a missing tool or ingredient. When some has all the tools and/or material to do the job, they usually get the job done efficiently and at a high quality level. It holds true for sales and marketing. However, it always seemed to me that many action steps were started without the necessary resources available. The secret to what we needed to document in standard work was the needed resources to complete the action step and accept no workarounds.
In Scott Belsky’s (founder of Behance) book, Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality, he uses an approach called The Action Method. which has become my management planner of choice. It is extremely simple and highly intuitive for a single person and/or team. I use the paper, online and the app for my iPhone all in combination with very little of redundant work. What the Action Planner does is creates a systems that emphasizes action steps and having the supporting resources available. This is the essence of standard work for the Lean Engagement Team. Making the resources you are utilizing and highlighting what you are missing to the rest of the team, Team Coordinator and Value Stream Manager is the single most important part of the Daily Standup and Weekly Tactical. It allows work to flow.
I have found that most organizations prefer to customize and many still use Google Docs as the reporting method of choice. However, the point is not what tool you use. The point is mastering it so it takes little effort to make your work visible to the rest of the team. This line of sight is what makes teamwork possible. Both of these methods require little if any experience and more importantly can be completed quickly.
The typical daily stand-up goes like this:
- State the action item and report did you do it: yes or no
- If not, what stopped you? Was a resource missing?
- What I am going to do today. Am I missing any resources? Who can help (if so, meet afterwards)?
The biggest problem I have had in these daily standups is that the managers have a tendency to turn them into longer sessions. They want to manage. The idea behind a daily standup is for tactical purposes. It is meant to enable team members to carry out their actions; nothing more, nothing less. Managers if they are participating should be enablers of the actions or in Lean terms the role of servant leadership.
Standard work should be an enabler of innovation, not a hindrance. In a Business901 podcast with Terri Griffith, we took a look at a few of these principles and found out why it is so important to access where you are at before venturing into the unknown. Terri Griffith, author and professor of Management at Santa Clara University. is the author of The Plugged-In Manager
One other suggestion: If you are familiar with David Anderson’s Kanban and/or Jim Benson’s Personal Kanban techniques of making work visible, this method could be used in place of the Team Member Standard Work Sheets.