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|
Sooner Safer Happier:
Leaders at all levels should become coaches for their teams on continuous improvement and be coached themselves.
|
110 |
|
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Sooner Safer Happier:
Like the tide going down, limiting WIP exposes the rocks that have been there all along, hidden in long lead times.
|
111 |
|
|
Sooner Safer Happier:
In traditional organizations, flow efficiency is typically 10% or less; work really does wait for 90% of the time. This is where significant improvements can be made.
|
111 |
|
|
Sooner Safer Happier:
The focus should be on improving the outcomes… If it helps, great. If not, continue to experiment and optimize.
|
119 |
|
|
Sooner Safer Happier:
Coaches should… have a toolbox with all of the frameworks and bodies of knowledge contained within… in order to generate the best possible outcomes…
|
122 |
|
|
Sooner Safer Happier:
If it’s clear that it is a priority and that taking action will lead to recognition, positive appraisal feedback, promotion, and pay, the more likely it is that people will choose to embrace change.
|
123 |
|
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Sooner Safer Happier:
More often, people will not speak up due to fear of being shot down, belittled, or blamed.
|
128 |
|
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Sooner Safer Happier:
…organizations need behavioral norms where, at a minimum, everyone feels confident enough to speak out, challenge authority, voice concerns, and be listened to when they do.
|
128 |
|
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Sooner Safer Happier:
People should be encouraged and inspired to challenge the status quo is a safe-to-fail environment without fear of reprisal.
|
128 |
|
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Sooner Safer Happier:
Leader is not a position. Anyone can lead. A leader inspires; following is voluntary.
|
129 |
