Leaders not only make decisions, but also have a large impact on the mood and the culture in a company. Often, they like to be right. Yet, they are only humans, they don’t know everything, and they do make mistakes. Hence, a good culture for disagreement is important to make better decisions. In this post I would like to talk more about the value of disagreement, and why it is not common to find it in industry.
In this last post on “Respect for People” or “Respect for Humanity,” I will look at all the difficulties in having respect for others. There is often the cultural aspect. There is the problem that everybody is different. One great (but not always easy tool) is Feedback! I will also talk a bit more about Toyota.
In my previous post on “Respect for People” or “Respect for Humanity,” I gave you a bit of an introduction to this very challenging topic. In this second post of the series I will look at why you should have respect for others, and especially how you can show respect. However, especially the “how to …” part will be difficult.
One important aspect in lean manufacturing is “Respect for People,” or more correctly, “Respect for Humanity.” But while it is mentioned frequently in presentations and books on lean manufacturing, what it actually means is often glossed over. And it is not an easy topic to write about. There is no “5 Steps to Respect for People.” Sorry. I have been thinking about writing a blog post on respect for quite some time, but it is difficult to write something substantial rather than just some anecdotes. It runs the risk of quickly drifting off into general management and leadership behavior. Nevertheless, I managed to write a series of three blog posts on it. Well, anyway, here we go…