How do you measure your leadership team? Is the lack of standard causing a default to measuring on financial performance alone?
Chad Bisko
Business Leader | Board Member | Thought Leader | Coach & Mentor | Strategist | Entrepreneur
Lots of literature is available to the world on how a leader should act, should behave, and should lead. Conceptually this gives companies something to think about (perhaps too much to think about), but how many companies put these multiple learnings in action? An inherent lack of standard on how to measure a leader may cause companies to focus on the result, in this case bottom line. With this end state being the focus, the "how" may get lost in translation causing companies to grade leadership incorrectly – causing incorrect behaviors over time.
The Developing Lean Leaders at All Levels (DLLAL) program aims to create a leadership standard via its Leadership Development Model (LDM). The LDM consists of 4 elements including; (1) Commitment to Self-Development, (2) Coach and Develop Others, (3) Support Daily Kaizen, and (4) Create Vision and Align Goals. By measuring and ultimately developing leaders around this model shifts the focus back to the "how to get the results". This shift in focus creates the support required in ensuring leaders are developing themselves and others in the pursuit of long-term goal achievement.
DLLAL is developed around the Shingo prize winning book Developing Lean Leaders at All Levels: A Practical Guide, written by Jeffrey K. Liker with George Trachilis and published by Lean Leadership Institute. The coach-led program contains a 2-phase learning system which entails an in-depth discussion of Lean values and mindset, building to problem solving, its intrinsic connection to performance measurement and standardization, and then layering each of them to form a platform for the Leadership Development Model at the core of the program.