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Many improvement initiatives, under names like Lean, Six Sigma and others, although successful at the beginning, are not long-lived. So why is it, that making results sustainable is so difficult? The simple answer is leadership. The behavior and mindset of the people who lead improvement initiatives ultimately determine whether the new system or method endures.
Persistence is a verb.You will have to continuously pay attention to the new way of solving problems and to the development of the people who practice it. In addition, you must continuously improve your system based on new insights, experiences, customer needs or working conditions. You and other leaders need to show visible commitment to the new system, to understand the new system, to make problems visible and to regularly observe themselves in the work place, what is actually going on, so you can base your decisions on the facts.
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Need any help?
Do you have questions about the “Leadership development plan” and applying it in practice? Please feel free to contact the author, Arnout Orelio.