Want to be a better leader? Here are 12 tricks to get there

What are the differences between traditional leadership and KAIZEN™ Leadership? This is the advice of the institute specialised on operational excellence consulting


Focus on long-term purpose: Unlike traditional leadership that focuses on short-term results, the KAIZEN™ Leader works to achieve sustained results over time, not only focusing on immediate results.


Market-in (flow & pull): The KAIZEN™ Leader anticipates customer needs and expectations, focusing on the vision of what the market wants. The traditional leader thinks he knows the customer, deciding for him and acting on forecasts.


Overall Optimisation: KAIZEN™ Leadership has a holistic view of the organisation, so that the changes always take into account the impact of the general point of view. Traditional leadership is associated with local optimisation.


Standards allow for continuous improvement: Traditional leadership associates standards with limiting creativity. A KAIZEN™ leadership believes in rules as a basis for consistency of results with no variability.


Making problems visible: In an organisation with an installed traditional culture there is a tendency to hide problems. With KAIZEN™ Leadership, problems are seen as treasures, real opportunities for improvement.


Stop and solve the problem: Traditional leadership often chooses not to stop the processes. KAIZEN™ leaders believe that it is preferable to stop and solve a problem. The gains that will accrue are larger than the losses of continuing to produce with error.


Employees as active: Traditional leadership sees employees as a cost. KAIZEN™ Leadership recognises the employees as the greatest asset of a company, being a decisive part in the growth and success of the business.


A leader is an asset: In traditional leadership, the leader is the boss. In KAIZEN™ leadership, the leader is active and inspiring, engaging with employees in shares, being an active part of the management and resolution of problems. KAIZEN™ leadership is established by example.


See for yourself in the Gemba: While traditional leadership has a habit of managing in the distance based on information received, KAIZEN™ leadership is present at the place where the action happens.


Because? Because? Because?: KAIZEN™ leadership questions why consecutively to get to the real root of problems. It does not seek to blame or judge (which is characteristic of traditional leadership) and can see reality unfiltered.


Planning slowly, acting fast: plan quickly and act slowly are principles associated with traditional leadership. KAIZEN™ leadership bets on good planning phase to ensure a rapid and efficient implementation.

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