How does an organization improve results? It’s a question that every business manager or owner asks every single day. A related question stems from this first one. How does an organization sustain these improvements? At TGG we believe that these two questions are answered with the following phrase. Learn, lead, change.
How can sustainable change occur, except that it be preceded by learning? Bloom’s taxonomy, in the cognitive domain, describes that adults learn by moving through (6) levels. Knowledge -> comprehension -> application -> analysis -> synthesis and then evaluation. Since this 1950’s research many things have changed, but how adults learn is basically the same. TGG understands these key fundamentals, so first and foremost our consultants are trainers, mentors, and coaches.
Because of this grounded approach TGG:
• Generate significant excitement
• Produce sustainable change
• Empower employees
• Change cultures, and
• Produce excellent results
Why? Because all sustainable change is preceded by learning.
We can’t write enough about the topic of leaders within the context of organizational improvement. We can’t do anything without leaders. Every time we are on-site at your organization we are looking, seeking, calling, and challenging leaders to wake up and stand up.
• LF: Laissez-Faire (Hands-off leadership)
• MBE: Management-By-Exception (Putting out the fires)
• CR: Contingent Rewards (Let’s make a deal!)
As your business processes are defined, measured, and improved we give your leaders new tools that allow them to change how they manage the employees and assets of the organization. They are afforded a new chance to hang up the reactive fireman’s helmet and get behind some strategies, tools, and techniques that allow their employees and organization to succeed. The scientific method and Lean Six Sigma framework enable these leaders to become:
Effective & active leaders:
• IC: Individualized consideration (Compassionate leader)
• IS Intellectual stimulation (Thinking outside of the box)
• IM: Inspirational motivation (Exciting the masses/Sharing the vision)
• II: Idealized Influence (Actions speak louder than words)
Our goal is not only to emulate these key elements ourselves but also to foster them in your leaders. Learning, leaders, and then we move to strategic change.
Strategic Change (Q X A = E)
“If it weren’t for people these problems wouldn’t be difficult to solve.” We understand. In order for learning & leaders to be effective, we must understand a simple equation: Q x A = E. We need rational solutions using tools (the ‘quality’ of the solution) supported by the acceptance (A) of stakeholders in the area, which both determine if we produce effective (E) change. TGG recognizes these elements in change management and factor in:
• Complexity of the problem
• Size and nature of the teams
When solving problems (Q), we need to take into account the complexity of the problem. How many different functions are involved? What measurements are in place? We take considerable time defining the problem statement so that we can apply the proper tool. When determining how to navigate the acceptance aspect of this equation, we need to understand how many different people – and how many different types of job functions are involved. The last item that we must consider in effective change is the concept of practice. Mastery of new procedures (we call it standard work) comes always, always, always through practice.
Learning – Leaders – Strategic Change. It’s a cycle that we have put in place thousands of times with thousands of different teams. Please contact us for more information about how we can help you and your team improve your operational, capacity, and financial-based metrics.
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In addition to the consulting company, we operate a nonprofit ministry called “Guthrie Orphans & Widows.” Please visit the site for more information.