by Lee Fried, on 12 Oct 2006 07:29 am
The Journey
Role Playing
I think every Internal LEAN consultant struggles with when they need to consult, when they need to mentor and when the need to lead. Changing roles is necessary when you work in an organization with a high variability in leadership competency and LEAN knowledge. It can also be dangerous, if you as the consultant lose track of what role you are planning at any given moment and why you are playing that role. My greatest challenge lately has been holding back from the temptation to take over leadership at the first sign that a leader is wavering in their support or floundering in their action.
What I have come to realize is that sometime this role change is necessary, but always it is costly. The cost is not in terms of a compromised relationship with the leader. In fact, often when I assume the leadership role the leader that I am eclipsing is grateful or relieved. Rarely will they be angry. The cost is measured in the amount of rework I will have to perform afterwards to rebuild the leader’s credibility with their staff that is now looking to me for direction and vision. In effect, I have given the leader a free pass from having to change their thinking and their approach and created a situation that in the long-term will not be sustainable. The right course is to do everything possible to support that leader in terms of consulting and mentoring so that they can continue to lead, even if it means twice as much work for me. If this effort is unsuccessful, it might be time to look for a new leader.
on 13 Oct 2006 at 10:00 am 1.Jon Miller said …
Lee,
I have found the key to this question to be two things.
First, setting boundaries so the team and team leader know what they can do as part of the change process and when they will need to consult with you as the facilitator / consultant. This means that you know the “next step” and you are giving them freedom within the step they are in, but are there to guide them safely into the next step.
Second, clearly establish in the minds of the group that there is an “ideal” vision and that you have the knowledge / solutions / tools / methds to get them there. If you do this, when they are stuck they will come to you.
If the team and the team leader sees you as an authority, and you have a common vision, there will be “pull”. If you are seen as a peer, or if you see yourself as a peer then it is tempting to get into the thick of things and actively influence the actions, rather than teach and have them come to the right outcome.
Jon
on 18 Oct 2006 at 10:27 pm 2.Lean Blog said …
Different Times, Different Role…
There’s a right time for each role. I see this as an external consultant to hospitals. There’s a time to ask questions and try to lead others to see the problem (or solution). Sometimes, you have to just tell them and demonstrate a way of thinking or…