Understanding and Implementing

Leadership Standard Work

Session M23 – Dale Schattenkirk

IPAC-SK Lieutenant Governor's

Gold Medal Award

About Me

Dale Schattenkirk

Director Advisory Services

KPMG Canada

Learning Objectives:

• How to tie organizational vision to staff

easily

• How to structure leadership standard work

• How to build accountability into leadership

standard work

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Understanding the

Paradox of Choice

Leader Defined (www.vtaide.com)

A leader is "a person who influences a group

of people towards the achievement of a

goal".

Standard Work Defined (moresteam.com)

It refers to the systematic determination

and documentation of work element

sequence and process for each task.

The objective is to clearly communicate

to the person exactly how the job should be

performed.

The $90 solution

System Overview

What is a leaders output?

Communication

Simplified Communication

• Objectives

• Before Visit

• On Site

• After

Handout received when you came in the door.

EXECUTIVE LEADERSHIP TEAM SITE VISIT STANDARD WORK

OBJECTIVE To tie the strategic level to the operational level of the organization

BEFORE Review the project A3 report(s)

Communicate any alterations to the visit pyramid o Intentions of the visit

To talk to staff about the project(s) To talk to the customer To participate in a QB Huddle

ON SITE People First:

Engage the leader, Sponsor and the YB, GB or BB in casual conversation

Tour the area and engage staff in casual conversation, ask general questions about the project(s)

Talk to customers (if possible)

Introduce yourself and who you are – let them know why you are there

Engage in casual conversation

Ask if it’s ok if you ask them a few questions (select 2-3 questions) What have we done well? What have we done not so well? What should we continue to do? What should we stop doing?

Conduct or Participate in a Quality Board Huddle (see Quality Board Standard 4.0)

If the leader of that area is unfamiliar with how to conduct a QB huddle teach the leader and the staff how to do a QB Huddle (Note, this is temporary)

If the leader is familiar with how to conduct a QB huddle then ask the team to walk you through their QB Huddle

Communicate

Provide positive feedback and encouragement to the staff and leader of the area and thank them for their hard work

Provide recognition to the YB GB or BB who is leading the project and thank them for taking on that role and discuss the importance of that role in the organization

Ask the group if they know what the organizations priorities are and discuss how their projects fit into the priorities Develop Action Plan

Develop an Action Plan for the items either missing on the Quality Board or for those that need work Wrap up the visit with the leader, the project sponsor and the YB, GB or BB

Ask the group what questions they have for you

Reiterate the direction of the organization and the importance of QB Huddles

Sign the visit pyramid:

Record your visit to the area by initialling the visit pyramid

AFTER Reflect on the visit:

What was going well?

What needs support / direction?

What would the team think was important to me?

Visit Pyramid

What is a visit pyramid?

A visit pyramid is a schedule of visits to a site that leadership will be making

on a continuous basis. This includes all levels of leadership from the CEO,

Executive Director, Directors and Chief Administrative Officers, to managers

and supervisors. The frequency of visits changes for each level of

leadership.

Design & Logic

***All levels of leadership should be making one visit each

week***

Visit Pyramid Function

Pursuing Quality & Excellence Quality Board

Your Unit Quality Improvement Health PEI

Visit Pyramid System Tool

During a visit…..

• Standard work for Leaders

• Prep work prior to visit

• Engage with staff and

customers

• Participate in a quality board

huddle

• Provide positive feedback and

ask what you can do to

support work

• Develop an action plan as

required

Reflection

Reflect on the visit:

– What was going well?

– What needs support / direction?

– What would the team think was important to

me?

Initiative Conversations: Effective Initiative

Conversations propose a future or new idea

in which you will tell people what you want to

accomplish, when you want to accomplish it,

and why it matters.

Tools – The Four Conversations

Understanding Conversations: These will

be 2‐way exchanges with explanations,

questions, and discussion about how things

could be done, who should be involved and

in what ways, and where resources could

come from.

Tools – The Four Conversations

Performance Conversations: Performance

Conversations are specifically designed

requests and promises that create

agreements and commit people to taking

action; they provide the foundation for

building accountability.

Tools – The Four Conversations

Closure Conversations: These are the

conversations that complete the past by

closing out something that has already

happened (or should have) but

acknowledging fact, appreciating people,

apologizing for mistakes, and amending

broken agreements; they build credibility,

accountability, and good relationships.

Tools– The Four Conversations

Support and

celebrate the

80%

Have the difficult

conversations

Own

organizational

change

managementShow up/Be

present

Articulate the

vision of a better

day at every

opportunity

Live Leadership

standard work

everyday

Own the system

metric

Align with the

Mission, Vision,

Values and

Strategic Plan

Listen to

opposition-

understand their

point of view-then

move forward

Give the 20% 15

minutes of your

time

Engage as many

people as

possible

Empower

appropriately

(identify

parameters)

Listen

Tools– Leadership Framework

Summary

• Have a plan

• Create a way to have leadership directly

support staff consistently (expected

standard)

• Create a shared consistent standard

message for all leaders

• Set standards for leaders

• Measure against those standards

• Have a consistent tool box for leaders

to use

Dale SchattenkirkDirector, Advisory Services

KPMG

Lean Six Sigma Master Black Belt

dschattenkirk@kpmg.ca

@schattenkirkd

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