This is the final of the three Kanban Change Management Principles. Often this may start to emerge early in the process with a few leaders willing to try the Kanban journey. However, in order for it to be truly successful those initial leaders must be participant to making the emergence of leadership at all levels.
Why would this be necessary? Essentially, the Kanban process is evolutionary and will require a number of changes over a sustained period of time so that the organisation will continue to evolve to be more fit for purpose and resilient in the face of changing market conditions. In order for that to happen, the acts of leadership should not be focused on one or two individuals – this will not scale. In order to get the most change, we need to encourage others to play a part in this goal. A friend of mine once commented that he didn’t want just one brain (his) directing 20 other people – he much preferred having the 20 completely engaged people and thinking for themselves solving a problem.
So, what is leadership? In my view there are a few key points to leadership:
Leaders must have a vision as to the direction for the group and help move the team / organisation towards that vision. This is also where we can start to see leadership at all levels. Senior leaders tend to focus on the larger strategic vision for the organisation and how they can start to innovate towards or transform the organisation to fit that new vision. Individual contributors can have a vision for how they are going to implement things. Often the people who are “at the coalface” have a far better understanding of how things work day to day and are the source of many smaller improvements. The middle layer of management connect and coordinate the parts towards achieving the goal – having a vision for how this can be improved often has great benefit to an organisation.
They must have and display acts of courage. Making changes is often difficult – you may be going against the status quo and learned memory of an organisation, so you will need to be able to cut through the existing malaise to make progress. Acts of courage can come in small sizes as well – the act of making your work or problems visible is often a difficult first step because there might be people concerned for their jobs or bonuses preventing the transparency. Making these small changes should be encouraged and rewarded because they help catalyse larger improvements based on new information. Often the first change is to make it safe for others to make further changes and encourage other leaders to emerge.
Encouraging acts of leadership at all levels is probably one of the hardest and more sustained parts of the Kanban Change Principles. Look out for when your people are showing vision and / or courage and ensure that you don’t stifle this behaviour. Make it safe and appreciated – sometimes it’s as simple as just saying thanks.
If you want the change to scale, then it must become a key part of Kanban journey – so start thinking about it now if you haven’t already. These changes will ultimately make your organisation more fit for purpose and less fragile, plus it also has the bonus side effect of improving the engagement of your employees.