Claim OwnershipThe AvoPODo Cast
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© christian wolcott
Description
Bringing about Strategic Thinking for developing leaders.
28 Episodes
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Hansei: Japanese. HAN: to turn over, to examine. SEI: to look back upon, in review of the past. Self Reflection is a key ingredient of a thriving, growing and lasting business. Each day offers subtle opportunities to develop key insights and understanding of managers interactions with others. A Learning organization aims to utilize Hansei as a developmental practice toward effective, respecting leaders. In this episode we will come to understand this private, quiet and essential growth activity that can shape your future starting tomorrow.
Leaders need to say No!...What?...In this episode we will explore elements of Leader Standard Work-a tool that brings visibility and purpose to your time, tasks and behaviors in service to others. LSW primarily is aimed to bring balance to working in and on the business and be spread throughout management teams to form a new, more robust, aligned and practiced management and leadership team. This shared set of behaviors creates -as part of a daily management system- a leadership modeled continuous improvement culture.
Culture is often talked about, but not actively worked on, or leveraged to support our workplaces. Developing and sustaining successful a business enterprise is 20% technical and 80% cultural. In this episode we will look at leadership, employee involvement and learning and the behavioral cycles that shape and power the culture we work in and serve as a strategy.
There is much talk about the power of culture within the workplace, but often times the perception is that "it is what it is" greatly discounting our ability to affect changes with it. In this episode, we will explore 8 attributes of culture across a spectrum of descriptors of; so-so, better, and good. From there we'll highlight the best attributes of a lean or better said, kaizen culture to understand how we might contribute more effectively as leaders.
The importance of making time to meet with people is part of the challenge, but a greater one is when the time comes, are we prepared to have progressive discussions that truly serve our people? This episode will explore the significance of having 1 on 1 meetings with direct reports as a standard of effective leadership and building people. We'll look into the how, what and why to amp-up your leadership and management technique, to better your relationships, motivate teams and spread leadership!
Challenges, it's your calling. Challenges are in part, why you're in the role you're in. You have a history of capability and knowledge. But...sometimes the challenges are "challenges". In this episode we'll touch on 3 major categories: strategic, operational, and "other" and a few ideas of how to move through the challenges successfully with others.
Improving how work is done is strategically important.
Ensuring sustainability of improvements is even more important to bring about stability of processes.
In this episode we'll discuss the second, and perhaps most essential purpose of going to Gemba; Maintenance. Of the systems and the important dual roles of leaders and managers in service to both internal and external customers. It's time to "get your boots on"
Gemba; the actual place, where the work occurs. The most sacred place at work.
We will explore the meaning and purpose, of leaders accessing Gemba as a power source for business. The how, where, when and other details surrounding meaningful engagement at the intersections of human, mechanical and electronic systems. This is part one of a two-part episode focused on Going to Gemba.
Prioritization has a history...namely that its from the base word priority, which originated from the Latin word prior; -meaning "first, prime or ahead of". Like many words priority has evolved in the 20th century to "priorities"- which serves us an immediate problem of perception and understanding, as there can only be one first thing! In this episode we'll explore the mixed bag of priorities and methods for leaders to make sense of seemingly equal things that consume resources and us.
Problems, problems, problems...its largely why organizations need confident leadership at the helm of the business. How can leaders bring a renewed sense of security to strategy?...by eliminating fear! In this episode we'll talk through fear, forecasting, failures and telos.
Have you ever lit a fire only to have it rain on you a short time later, and all but extinguish your efforts? Leaders have the need to keep the fire. To keep the personal fire lit and more importantly, light the fires of others in the organization. In this episode we'll start with you, then others, then whole departments and most importantly, the folks. Do the systems of "performance management" start and keep the people motivated?
20% of your activities are 16 times more effective than the 80%
So, what and where do you spend your time as a Leader? Who do you serve? Do you make the most of your strengths? Are you working on your personal areas of need?
In this episode we'll have a peek at your "list" of activities, talk up Leader Standard Work and have a glance at how habits form behaviors.
Teams are vital to the success of the organization, especially when we offer them effective leadership.
But, it's not about us. It's all about them. Respect for People. In this episode we explore The 8th waste, Phony leadership and Leadership standards.
Teams are an essential part of our work, workplaces and culture.
But what is the strategic value of teams? Why and how do we best utilize the human resource?
This episode aims to offer leaders some insights into developing, harnessing and inspiring teams to rev-up organizational performance.
Have you ever seen someone blow through a red light at an intersection?
It's an almost outrageous behavior because of the risks involved. Now, as drivers of the business, how do we handle red conditions?
Do we stop, pause or even slow down? What behaviors best exemplify strategic leadership at business intersections?
In this episode we'll move through Constructive Management, Systematic innovation and becoming part of Indispensable management.
Score!...we've won!... we've hit the mark!... we've broken through the barrier!... now... what?
It seems hitting green performance numbers can be as challenging to leaders as managing through the red. By why? and what are the larger opportunities for leaders and organizations to work with? In this episode we'll move through some thoughts on elevators, deposits and Emerson.
We as Leaders are subject to the obligations to report, explain and sometimes justify parts of our work.
That sounds easy enough, yet 25% of managers do not have their work linked to any strategic need. Another challenge is practicing accountability as a means of doing work. How do leaders help build a culture of accountability that is attractive, meaningful, and advance the company? Some thoughts on what and why and how to inspire accountability throughout the organization and us.
"Your flight attendants are primarily there for your safety"
Wouldn't be great if Leadership came with such clear instructions? In this episode we look at the difference between Leaders and Managers, Clarity of purpose, people, process, platform and projects in our service to others all the while striking a balance of working in and on the business.
Seeing and believing is an essential need of Leaders. Believing that all things scan be measurably improved and be of mutual benefit to both customer and worker is a practiced belief of leadership. One of the challenges of leaders is to see first and then understand what is actually going on in the business. Process, management and cultural norms form a mix that often clouds the view. In this episode we learn some new ways to view systems and paradigms that are all around us. When we start to see with more powerful eyes, we can more effectively serve our people, and ourselves with the best support resources.
We're supposed to meet frequently to discuss strategy.
Why? How? What do we do? How do we manage, act, think, behave and lead?
Wigs? Data? Countermeasures? Sustaining gains?
Some insights into the Weekly Strategy Meeting.
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