Respect different personalities – a lean thought on people handling
One of the cornerstones of lean manufacturing is the teamwork. It is not the individual performances which will improve your system. It is the collective effort from all the parties from top management to all workers will make the system a success. That is why teambuilding activities, leadership programs, organic management structures are very prominent in a lean environment.
When we think about a team, a tea is consist of it’s members. Members are individuals who might have different requirements, thinking patterns and lifestyles. But these different people work together for a common goal in a team and might have to come out from their comfort zones and lifestyles in doing so. Yet as lean thinkers we must understand that these people are unique and they are not carbon copies of each other, and especially they are not carbon copies of managers. People will not always work towards the requirements of the management. They might deviate slightly from your expectations. But as a manager and a lean thinker you must understand people do not belong to you and you have no right to say that there thinking is wrong. In this world there are very limited number of things which can be classified as good or bad. In most of the cases it is the non alignment of two activities or thinking patterns which we interpret as good or bad in respect to other. But in the reality even in the organizational context, if the deviation is slight from the baseline which is the expected outcome, everyone should respect that deviation because that is what makes people so unique and especially interesting. There are no good or bad personalities. They are made good or bad only in the context of requirements and the alignment of that personality for that requirement.
Managers must respect the differences in the personalities. Before a manager say “he is not suitable to be in my team” the manager must ask himself have I respected that person and his capabilities and what are the mismatches I have with that person.
As a lean thinker I believe strongly those differences in people as an asset to any organization. It is the responsibility of the management to use correct people in the correct context to get the required output. Most of the people so called trouble makers in conventional organizations are the people with so many talents. More importantly they are out of box the thinkers. They might fight even with higher managers for what they believe as correct. These mismatches cause them to be labeled as troublemakers and hence these most creative people in your organization will be frustrated and ultimately you will loose them. How many people have sacked from one job and perform superbly in their next assignment. So don’t loose hundreds of talented people because they don’t match with you. If many who are working under you are frustrated and leaving you must start thinking about your strategies, before someone above you start thinking should I keep this guy anymore.
When we think about a team, a tea is consist of it’s members. Members are individuals who might have different requirements, thinking patterns and lifestyles. But these different people work together for a common goal in a team and might have to come out from their comfort zones and lifestyles in doing so. Yet as lean thinkers we must understand that these people are unique and they are not carbon copies of each other, and especially they are not carbon copies of managers. People will not always work towards the requirements of the management. They might deviate slightly from your expectations. But as a manager and a lean thinker you must understand people do not belong to you and you have no right to say that there thinking is wrong. In this world there are very limited number of things which can be classified as good or bad. In most of the cases it is the non alignment of two activities or thinking patterns which we interpret as good or bad in respect to other. But in the reality even in the organizational context, if the deviation is slight from the baseline which is the expected outcome, everyone should respect that deviation because that is what makes people so unique and especially interesting. There are no good or bad personalities. They are made good or bad only in the context of requirements and the alignment of that personality for that requirement.
Managers must respect the differences in the personalities. Before a manager say “he is not suitable to be in my team” the manager must ask himself have I respected that person and his capabilities and what are the mismatches I have with that person.
As a lean thinker I believe strongly those differences in people as an asset to any organization. It is the responsibility of the management to use correct people in the correct context to get the required output. Most of the people so called trouble makers in conventional organizations are the people with so many talents. More importantly they are out of box the thinkers. They might fight even with higher managers for what they believe as correct. These mismatches cause them to be labeled as troublemakers and hence these most creative people in your organization will be frustrated and ultimately you will loose them. How many people have sacked from one job and perform superbly in their next assignment. So don’t loose hundreds of talented people because they don’t match with you. If many who are working under you are frustrated and leaving you must start thinking about your strategies, before someone above you start thinking should I keep this guy anymore.
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