Shayne Daughenbaugh  00:00

Yeah, tell me where you would go next, or you got, you got the, you know, the the interviews, the one on ones, the getting there, where would you go from there? What’s the

Patrick Adams  00:09

next step? Yeah, so, I mean, I think that what we’re talking about for point number one, really helps us establish the current state of where things are at, right? What’s good, what’s not good, what can be improved? You know, that’s really the current state of where we want to go, and possibly starts to open the door for the future state, or the vision of of where we want to bring the team, based on what we learn from that point number one, those one on ones. And you know that that time that you spend with the employees, I think, is, a really important point for current state. But the second point, the second thing that I think we need to pay attention to is comes from Jeff likers, the Toyota way to Lean leadership. His book, The Toyota way to Lean leadership. And in this book, Jeff like her, he puts together what’s called the leadership development model from his from his point of view when it comes to how Toyota leadership approached leadership development. So there’s, there’s four points in Lakers leadership development model. The first one is self development. So in the first 90 days, I would want to figure out, what are all the things that I need to learn that I don’t yet know. You know, podcasts, listen to books, to read anything at all that I can develop my skill set even more from a lean perspective, and especially thinking about what the company is that I hired into so I might have experience in a certain industry or certain way of doing things, but maybe I’m in a new business, or in a new position where, for example, maybe we at one company, we made one same widget. You know, everything that we did was one widget. And maybe this new company, we have a mixed model scenario where, so, you know, I could go out and grab a couple books on mixed models and how, how, what that means, you know, for our business. And so a personal development could be that. So that’s number one personal development. The second one is coaching others. Now, in your first 90 days, you might not want to go out and start coaching people right away. Again, you’re taking time to get to under understanding, the problems, understanding your people. It might be the opposite way in your first 90 days, where you’re looking for them to coach you on, you know, onboarding. What is it that I don’t know, that I should know? Or really just seeking to understand and listening to what people have to say? Maybe there’s a little bit of coaching that comes into that, especially for your direct reports, but definitely spending time one on one with people in your first 90 days, whether it’s coaching them or them coaching you, that’s going to be point number two,

Shayne Daughenbaugh  02:48

let me give you a ride. They what coaching could look like, you know, especially in those first 90 days, like tread softly, right? I’m not, I’m not coming in to tell people so so my my style has been as I’m learning things, and as I’m asking people, Hey, show me how this works. Show me what you’re doing. Oh, what you’re saying right now is what I and then I translate it into kind of the lean thing. So I’m coaching just very gently with saying, Oh, this is, that’s what we call standard work. So I’m introducing these kind of concepts and these kind of ideas, as people are talking using their work as examples, I love it. And so that’s, that’s just a way again, for those that are, you know, looking into this as a way to that they could also coach perfect.

Patrick Adams  03:33

Yeah, that’s such a good point. Instead of, you know, bulldozing over people, or just, you know, stuffing lean terms down their throat. You’re you’re listening to what they say and then making connections and kind of informally teaching them in conversations. Yeah, I love that great, great one. Yeah. Okay, so Jeff Dr liker’s leadership development model. We have personal development being number one, coaching others number two. Number three is daily Kaizen, so making sure that we are looking for opportunities on a daily basis, and this would be going back personal development, if you haven’t read two second lean, that would be a great you know, again, just for daily Kaizen, simple things that we can make improvements on a daily basis. So that that would be a recommendation there for daily Kaizen first 90 days. The last one is creating, establishing vision and connecting goals, cascading goals through the organization. So this one, again, in your first 90 days, you might be learning what the vision is for your area of responsibility, or your for your business, or you might be learning that there is no vision, and that might be something that you need to start thinking about is, what does future state look like for us? What where should we be at three years down the road? Where should we at 12 months down the road? And then, what are the goals for my team members to help us to get there? So that’s part, part of your responsibility. Be again. Maybe you’re just starting to think about this in the first nine days, and then after you’re you’re onboarded, you understand the current state, you know, then maybe you can start drafting some, some ideas for what the future

Shayne Daughenbaugh  05:11

might look like. And here’s where I see that being super important, Patrick, because it’s because no matter what persona, you know, we mentioned the executive, you mentioned the middle manager, we mentioned someone who just got hired into this position, we’re position, wherever, wherever you’re at, you’re a Lean leader, and a leader is one who helps those they’re working with connect to the bigger picture. So understanding what you know, what Patrick’s goals are, and then how that trickles down to me, but then communicating that with others, understanding it enough that I can say to those that I’m working with, Hey, this is how our work connects to Patrick’s, which connects to this, which connects to our bigger vision for, you know, 2026, or whatever it is, you know, understanding those kind of things, I think, are invaluable, and also set you up as a leader that can be trusted because you, you you’re aware of, you know, how, how this fits in. This isn’t just a, you know, a silo or a capsule of just, you know, this, this idea just right here, but it does play into how this organization, you know, really lives and breathes. Absolutely love it. So that was so we talked about the interviews, right? We talked about leadership development model. Love that. Where would you go from there? Yeah.

Patrick Adams  06:30

So the next thing I’d be thinking about is, again, I want to learn as much as I can, as fast as I can. And so the next thing that I would consider is a model area. It’s important that we, you know, aren’t thinking about deploying change into the entire organization or the entire department, especially in the first 90 days. But what I might be thinking to myself is, where’s an area, a smaller scale, on a smaller scale, where I can create, almost like a sandbox, to just try some things and to learn. Learn as much as I can, as fast as I can. Now, you have to feel out your culture and feel out you know, how people are responding to you being new and what change might look like. So you know, maybe you’re not doing anything in your first 90 days, except for trying to figure out, where could this model area be? Or maybe the group is moving quickly. They understand, they know lean, and this isn’t new to them. And this would be something you could start to communicate out to your team right away is, hey, where’s a good area that we can start to model and try experiment with some things. Because what we want to do in your first 90 days, as I mentioned, is learn as much as you can, as fast as you can. Why not pick a small area that you can make a massive difference in right away by, you know, deploying these, these, these lean concepts into that little area and figuring out what’s going to work, what’s not going to work. Where do we need to be flexible? How can we adjust it accordingly? Who’s going to who are going to be those people that are your your ambassadors, your advocates for change and your advocates for Lean, who are going to be the ones that are going to push back a little bit you’re gonna have to spend a little bit more time, you know, helping them along the way. Or, to your earlier point, who’s maybe in the wrong seat on the bus and who might need to be shifted to a new seat on the bus, right? These are all things that you can learn by choosing one area to start to really focus in. Does that make sense?

Shayne Daughenbaugh  08:35

Yeah, no, no. And I’ll tell you what that looks like in my because I’m privileged enough to as you’re describing this, I’m like, holy cow, this has been my journey so far, and it’s amazing. But how it how all that played out with me is, you know, in these interviews and talking with people, that’s how I found my champions. And then from my champion, I have one department head who I have, there’s lots of department heads that are super on board with this. But one was like, no, no, no, no, no. Start with my team. Start with me. You know, as as we shared some of the things, and he was able to experience some of the things that lean can do, even if it’s just just a more in ethereal and not, not necessarily, like, you know, boots on the ground, practically, he’s like, yes, I want this with my team. So then that, that’s how, that’s how I have found that sandbox. And now I have been working with some of the people in this area, and we’re developing, hey, let’s, let’s, let’s do, you know, in this next month, I’m going to be spending a couple days with them, and we’re going to sit down and we’re going to figure out, Where are the, where’s the biggest, hairiest thing you got. Let’s take a look at it. Let’s break it down. Let’s make it easy. Let’s make it simple, you know. And to get these people involved, not only in, because I’m not coming in to tell them how to do their work, I’m just giving them the Lean tools and the structure that they can go, oh, yeah, I can do this. And this is what it’s going to. Look like, and this is how we can redesign this, or this is how we can tweak this. And it’s, it’s, I’m so far I’m tracking with you. That’s what I want to say, you know, in regard, and I do have to acknowledge, I’m lucky enough with this company that, you know, they, the reason why they, they hired me, was because they saw the value in Lean. So hopefully those that are on, on listening to this or watching this, also are in places where they see the value in that. But I love that idea of the sandbox, of having a place where it’s safe to play a safe a place also where you one of the things that that is my task in working with this team is getting them comfortable enough to to experiment and to risk. That’s right, you know, because, because we are trying to keep this in one place right now, and this is, you know, so that they they don’t have to worry about, Yeah, but what happens if this and this and this? Hold on, let’s take all those off the table, and let’s just keep it right here. In in this particular area, we’re going to be able to experiment and play, and if it breaks great, it broke fantastic, then we’re going to we’re going to be able to iterate and find what can make it even better than what we thought before. That’s right, but it’s that safe place, yeah, yeah.

Patrick Adams  11:17

Ask yourself, what did you learn when it broke now? And celebrate that like, you know, yes, you can celebrate when you succeed, but And when things don’t go the way that you expected, you can still celebrate by asking your team members and yourself, what did you learn? You can identify one or two things. That’s a win, right? So push forward and, you know, adjust and, continue working on the next best thing.

Shayne Daughenbaugh  11:44

And what, what that does for us, Patrick, in doing that, is it actually builds capacity and capability. It builds capability, not capacity. Builds capability in people. So if everything was just, you know, a win right out the gate. I mean, that’s fantastic, but we haven’t, we haven’t grown anyone. We haven’t developed the team. They haven’t captured in in reality, they haven’t captured and wrestled with what lean means and lean means learning. Lean means experimentation. Lean doesn’t mean it means we’re striving for perfection, but it doesn’t mean we accomplish perfection every single time, because there’s, there’s no growth there. So I love where we’re going with this.

Patrick Adams  12:24

Yeah, I want to just, just to kind of close here. I want to bounce off of what you said and go back to that, that learning piece, talking about the model area. It’s important that we aren’t pulling everybody into a conference room and trying to just teach them lean in a conference room, right? I mean, that is that can complement some of the model area strategy, but it should not be. You shouldn’t be thinking about, let me just get everybody into a classroom over the next few months and try to teach everyone lean in the classroom, right? The whole point of a model area is to experiment with some of these lean concepts with in a work area where things are really happening, the customers screaming, you get defects coming out, the you know, so and so called in sick. Okay, this is the reality of our business. How do we what does 5s look like? What does standard work look like? What does having Leader Standard Work in a lean environment look like with all of these things happening. That’s the power of choosing a model area and and deploying some of these things in that area to learn as much as you can, as quickly as you can.

Shayne Daughenbaugh  13:33

Yes, yes, I love that. Yes. I love love, love that.

Patrick Adams  13:37

Well, yeah, let’s, let’s close here. I know we went super quick. We covered a lot of things in a short amount of time. But just going back to, you know what we talked about, if you’re in your first 90 days, in a role of learning lean, of deploying lean, whatever that is, if you’re in your first 90 days, think about those three points that I talked about number one being to meet with your team one on one, understand the current state by either meeting with your team, going out and working in their areas, or both. That’s number one. Number two is to I would look at Jeff Lakers leadership development model to as a guide for this. But those four areas are super important, personal development in your first 90 days, meeting and coaching others in your first 90 days, daily Kaizen should start right away in your first 90 days, and then establishing visit vision, vision, or understanding vision, what the vision is, cascading goals and connecting goals to that would be number four. And then the last point that we talked about is choosing a model area or a create a sandbox, a learning area where you can start to slowly introduce some of these lean concepts and help your team to understand and learn in a on a smaller scale than you know, trying to eat the entire elephant with one. Bite right, take small bites, one at a time, and move, move the right direction.

Shayne Daughenbaugh  15:05

And I will add, I will add to that because I’ve recently heard someone else use the analogy of how to eat an elephant, yeah, and they told me, pass out the spoons. So it’s not, it is one bite at a time, but it’s not just you eating it. That’s right. What you’re describing with, with that model, with, you know, with having that smaller scale focus is sharing that around and and building that team, as you have often talked about, the team of problem solvers That’s

Patrick Adams  15:36

right, develop that army of problem solvers That’s right, yes, yes, I love it. Hand. Everybody a spoon. Good way to close. Shane, well, hey, Shane, good luck. I know you’re in your first 90 days. Continue to push forward and just keep learning as much as you can, and don’t forget to listen right? Listen to your team, right? All right. Shane, have a great day.

Shayne Daughenbaugh  15:57

All right. Thank you. Thanks everybody.