#8 Chris Butterworth скачать в хорошем качестве

#8 Chris Butterworth

Introduction Welcome to episode 8 of the Enterprise Excellence Podcast. I am so pleased to have Mr Chris Butterworth with me today. Chris is a leading researcher, author and consultant in the field of Enterprise Excellence. Chris has dedicated his career to understanding how to engage, develop and sustain a culture of continuous improvement within organisations. Chris has won the Shingo publication award twice and is recognized as a leading speaker in the field of leadership and organisational change. Summary It was so good to be able to connect with a leader in the field of Enterprise Excellence like Chris Butterworth and gain his knowledge and insights. During this episode Chris discussed his early career, how he was fortunate to work in several companies that had an established culture of continuous improvement. This helped Chris early on understand what good looks like. This early experience triggered Chris's interest in the fields of leadership, culture and continuous improvement. Chris has become a leading author, speaker and consultant in Enterprise Excellence. He is a Shingo examiner and has assessed organisations all over the world for the Shingo Institute. Chris believes that the secret of excellence is leaders empowering and getting their people to think rather than being the expert (Which leaders often are) and telling people the answer or what to do. Chris mentioned that the expert approach to leadership stops people thinking and makes them dependant on you as the leader. This over time overburdens a leader and causes more firefighting, rushed and erratic behaviour from the leader due to the pressure they are under. Chris stated that the job of a leader is to make their people look good not themselves. It is to help their people grow and develop, build skills and capabilities. This creates an organisation of people who are thinking, learning and growing. 2 Key Takeaways 1. Avoid being an expert leader unless someone requires training 2. The power of defining challenging goals and then the key behaviours and KBIs to track improvement. To shift from an expert leader to more of a humble inquisitive leader seems simple. It requires simply asking more open probe questions to get people to think for themselves. The difficulty is the habit change in the leader that is required. To help with this I would establish a system to check progress and make adjustments as a leader if you truly want to change. Consider finding a mentor of coach to help you with this reflective and improvement approach language. Quotes 05:37 What I've come to realise is key is that actually everyone has a valuable contribution to make. What makes the better businesses is where people go out of the way to help people to realise their value and to tap into that potential that everybody has. 06:53 Our role as leaders in any organisation is to make sure our people have systems that are easy to follow. That they have the training that they need, that they have the tools that they need. That could be computer tools or physical tools to do the job that we've asked them to do. And tap into their ideas on how to make those things even better, because actually they know what's not working. 07:21 Many managers assume that because they have the title under them, they have to have the answer to everything, and tell people what to do. Actually, the skill is to listen to what people are telling us and let them make the improvements that they know they can do. 08:22 Far better in any conversation is to ask lots and lots of questions, not interrogate people but ask them how to have they arrived at that answer? What structure have they used to solve that problem? and be more interested in the way they've arrived at the solution than the solution itself. 10:10 So if I ask them questions around customers or goals, in such a way that I'm testing them. Do you know the answer to this? Do you know...That's completely the wrong approach, and completely the wrong mindset. What instead I should be doing is asking them those questions to find out if the way I have communicated it is working. If the system that as leaders we have set up to deploy the goals is effective. That's what I'm testing. 15:36 I had a great question from someone last year who said, “Do you think we need to continuously improve the way that we do continuous improvement?" "Absolutely. You can't stop improving and learning all the time". 33:45 Humility, in terms of recognising that creating an environment where people feel valued and feel that they are making a difference, and they can contribute makes a great business. Books 4 + 1 Essence of Excellence Enterprise Alignment Why Bother? Links Chris’ Profile linkedin.com/in/chris-butterworth Website • cbenterpriseexcellence.com (Personal Website) Phone • 07968837635 (Work) Email [email protected]