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From the books on Lean thinking in healthcare by Arnout Orelio

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 and the people who implement them ultimately determine whether the new system or method endures.

Persistence is a verb. You will have to continue to pay attention to the new way of solving problems and development the people who practice it. In addition, sustainment also requires continuous improvement based on new insights, experiences, customer needs or working conditions. This requires leaders 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 they can base their 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.

Arnout Orelio - Author, Speaker and Mentor
Feel free to contact me without obligation: +31(0)683335692 or arnout@leanthinkinginhealthcare.com
VAT: NL003803787B06 - Chamber of Commerce: 83285512