It is easy to see why a high IQ advantages Lean managers. Lean requires plenty of number-crunching and analysis, as well as the ability to visualize what may be a global supply chain and identify problems immediately. But what about EQ, or "emotional intelligence?"
Many sources list EQ as critical to management performance, but some Lean managers disagree interpret a high EQ as indicating a management style not compatible with a laser focus on continuous improvement. On the other hand, many Lean success stories revolve around a leader who "sold" Lean to his organization thanks to his emotional intelligence.
According to sociologist and psychologist Jeanne Segal, Ph. D., emotional intelligence consists of four core abilities: Self-awareness, self-management, social awareness, and relationship management. These traits are tied to five key skills: The ability to quickly reduce stress; the ability to recognize and manage one's emotions; the ability to connect with others using non-verbal communication; the ability to use humor and play to deal with challenges; and the ability to resolve conflicts positively and with confidence.
If you have worked for a Lean manager who displayed all of these traits, you may not have attributed them to emotional intelligence, but you likely benefited from his or her management style.
If you are fortunate enough to have a high "EQ" and the core abilities described above, use those strengths as a Lean manager to create value for your organization. Most importantly, managers with a great deal of emotional intelligence tend to be capable of creating immediate understanding and engagement around Lean initiatives. Take on opportunities to lead conversations about Lean transitions and engagement around opportunities to find efficiency.
Lean managers with a high EQ tend to be viewed as inspirational, trustworthy leaders. Embrace this role in the organization. Advocate for efficiency-boosting changes that benefit customers as well as the company.
The ideal job for a Lean manager who excels in the area of emotional intelligence may be a leadership role in health care management. As we have previously discussed in this space, Lean is a great fit for health care.
Managers in this field must weigh patients' needs with retention of employees who are themselves deeply driven by a desire to do good and make people well. Additionally, health care management is essentially a desk job conducted in a war zone; doctors are making life or death decisions even as you compare supply chain management mechanisms. To cope with the environment, you must be capable of managing your own stress levels and analyzing your own reactions in order to move forward.
Would EQ be a top consideration for you in hiring a Lean manager, or perhaps when choosing to work for one? Leave a comment to share your thoughts.
It is easy to see why a high IQ is an advantage to Lean managers.
Lean requires plenty of number-crunching and analysis, as well as the ability to visualize what may be a global supply chain and identify problems immediately. But what about EQ, or emotional intelligence?
Many sources list EQ as critical to management performance, but some Lean managers disagree a high EQ as indicating a management style not compatible with a laser focus on continuous improvement.
On the other hand, many Lean success stories revolve around a leader who "sold" Lean to his organization thanks to his EQ.
Let us examine further the role of EQ in Lean management. (more…)
Every workplace experiences poor employee performance at one time or another. You may have a stable of high-functioning workers, but it seems there’s always one or two who constantly struggle or fail to live up to expectations.
What can you do about them?
Design an effective reward and incentive program to encourage employee performance, says Jennifer Vecchi in an article for Talent Management Magazine.
She offers several tips to jump-start a lagging employee performance through the use of enhanced communication, and a personalized approach to “fixing” the situation.
You need to know what issues the employee has before you will be able to figure out how to correct them. Is the problem related to a lack of training or the absence of skills needed for his or her specific job duties?
Successful employees are good at finding their place within their company's culture. Poor performers may experience difficulties because they fall outside what Vecchi calls the “core demographics”—resulting in a lack of engagement with the business environment, other employees, or both.
“Continuous training and interoffice gatherings, social or business related, can help alleviate feelings of not fitting in with peers,” she says.
If several employees aren't performing up to standard, a “one-size-fits-all” approach to rewards and incentives will likely fall flat.
Instead, gather information about each employee’s particular interests or hobbies. Do they enjoy camping or water sports? Do they read a lot?
As Vecchi notes, “By matching rewards to their interests, (you) can create a more personalized approach to demonstrate caring and motivate employees.”
Sometimes even the appeal of a reward isn't enough on its own to fully correct poor performance. “For some, the prize may seem too far from reach,” Vecchi says. “Remind employees that their small, daily efforts can have a huge impact."
It’s important to keep the lines of communication open and help chart progress toward the goal.
There will be times when the reward and incentive program just doesn’t work because an employee has become too bored or complacent to change. In this case, one useful alternative is offering them a different role, “Perhaps one featuring newer experiences to remind them what they liked about the company in the first place,” says Vecchi.
As unpromising as this may sound, Vecchi reminds us it’s a lot less costly to reposition an employee, rather than replace him or her outright.
If employee performance does not improve for an individual and he or she can’t be motivated by a reward or incentive, you run the risk of allowing their negative attitude to infect the rest of your team. An individual like this probably should be terminated. It’s the best action to take for both the unmotivated employee and the good of your team.
Employee rewards and incentives are one method you can use to motivate employees to change work habits. When employee performance improves, so does your business.
What reward and incentive program for employee performance works for you?
[mc4wp_form]
