Checkout is way too heavy, but seriously speaking about it YES!Which?
I realise that the displayed behaviour is to a large extent created by the environment (e.g. fear of being settled or even losing your job if you make a stupid mistake) and that I myself play an important role in this.
How well a team collaborates is ultimately determined by the behaviour of the employees.That is why I think it is important to have agreements (possibly in the form of Kpis).
It not only contains all sorts of crits such as “Respect”, “honesty” or “collaborating”, but “what does cooperation look like, and what behavior does not belong to working together“.These Kpis are the same for everyone, from the cleaners to the CEO. This way you can appeal to everyone on the behavior, including the CEO when it suddenly fails to an employee.
Something that many companies employees at checkout is whether or not to achieve the goals.First, it is very reactive and secondly it makes for internal competition (I have to score better than you). This breaks the team spirit, reduces collaboration, stops knowledge sharing, hinders innovations and promotes fraud.
A real leader has weekly one-on-one conversations with his/her employees.In These short conversations, you can check how someone goes, where they have problems, how to help them (focus on workflow, processes and systems, not on the employee), and how far they are with their work. That way you quickly see if someone is going to save it or not.
In other words, don’t wait until December to get them off to something they might do little about (depending on others, poorly functioning processes or systems, unrealistic goals, etc.)
So far as the employees dare to come forward that something is not going well, you need respect for people and in the face of mistakes and problems only to improve the workflow, processes and systems.
A nice example from the Toyota world:
A new employee was taught how to mix car paint.After a while the lacquer didn’t want to dry and the foreman was looking. First he rested the new employee (respect, fear free).Then they went on to investigate why this had happened. It soon became clear that two almost identical cans were on the shelf and the wrong look was used. The foreman apologized to the new employee.For the foreman it was clear, but for a new employee not.
In an “ordinary” company, the employee would be trained after a stand.Not at Toyota! Together they changed the process and made a clear separation of the cans. In this way it was also clear for other new employees. In other words training is symptom control and must be repeated continuously, Toyota improved the process (where the cause was) you only have to do it once. At Toyota, the procedures are there to help and protect the employees, not to protect the company.
I always have to laugh at people who work in a big company and think they live in the real world.
I have worked for several startups, with a minimum budget to deliver maximum performance (and now I work for a large company..)
If you see the pink one-horn visions at larger companies, SCRUMMING nicely.. We throw it into the AGILE workflow, and keep it SMART and LEAN.. Because according to plan-do-act methods we keep the team on the same page.If Toyota can.. Can we do it too, right?
Or you’ll stop talking about work, and come out of your suction cup.
Leadership does not come from a booklet, managing is not a real job.If you are burdened with such misconceptions, I would like to help you get the feet on the ground again.
How desperate they behave.