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Jim Huntzinger

Jim Huntzinger: Lean leaders spend the time developing the people with different knowledge, wisdom and experience to change and evolve the system and culture of the organization

By Jim Huntzinger, - Last updated: Saturday, March 3, 2012 - Save & Share - Leave a comment

To carry forward the points Jeff makes about differentiating between a lean leader and a traditional leader, we can also look at this from a systems view.  As Dr. Liker aptly describes a traditional leader with all the adjectives that we are familiar with; and often, these types of leaders do make changes with very good results.

The longer term issue is these types of leaders rarely make the deep system changes needed to sustain the high level results.  So as soon as they depart the organization so do the high level results.  The have not spent the time developing the people with different knowledge, wisdom and experience to change and evolve the system and culture of the organization.  Only when this deep change of the people of the organization is achieved can a long-term lean organization be established.  But even this takes continued effort and focus to maintain.

The systemic changes of the organization is a reflection of the change of thinking and behavior of the people throughout the organization.  This only comes from leadership which, not just understands this, but puts the time, effort and heart into working on this each person at a time over the long term, and develops other leaders who can carry the effort forward, and also continue to develop others who also perpetuate this cycle of development and learning.  The depth of a successful system is the depth of the knowledge and skills of the people.

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