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Jeff Liker

Jeff Liker: Basic skills of active listening, facilitating, modeling behavior, giving and receiving feedback and more are all necessary to lead any people for anything and are critical for leading teams to improve processes.

By Jeff Liker, - Last updated: mardi, septembre 24, 2013 - Save & Share - Leave a comment

In The Toyota Way to Lean Leadership the first step of the model is self development. Even that one step involves more then learning the scientific method. Toyota Business Practices, their scientific method for problem solving, is intended to not only solve problems but develop people to learn to follow the foundation of the Toyota Way–Challenge, Go to gemba to see first hand, kaizen methods, teamwork, and respect. These each involve a set of skills. As the leader of an improvement process learns these skills are all essential to successfully leading a team of people toward a target using a systematic approach. Toyota distinguishes between vertical leadership–leading those who report to you–and horizontal leadership–leading a team of peers or even superiors. Horizontal leadership is generally cross-functional and is considered to be a higher level of leadership. The same skills of leading a team to improve something apply to leading cross-functional teams. Toyota develops leaders somewhat systematically beginning with vertical leadership and for those with greater potential they are given assignments where they must lead a team of peers and the responsibility for bigger, more wide-spanning improvements increase as the team leader matures and is promoted to higher levels. Basic skills of active listening, facilitating, modeling behavior, giving and receiving feedback and more are all necessary to lead any people for anything and are critical for leading teams to improve processes.

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