job relations training (jrt) bock-speech from twi s… · ©2007 bock’s office job relations...
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Job Relations and Culture ShiftJob Relations and Culture Shift
Presented by: Jodee Bock
TWI SummitJune 6, 2007
©2007 Bock’s Office
Job Relations Training (JRT)Job Relations Training (JRT)
Teaches supervisors how to understand people at all levels and deals with the important leadership issues of motivation and problemsolving.
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©2007 Bock’s Office
DefinitionsDefinitions
• Supervisor – anyone who directs the work of another
• Problem – anything a supervisor needs to take action on
• Culture – The attitudes, experiences, beliefs and values of an organization (“The way things get done around here”)
©2007 Bock’s Office
SupervisorsSupervisors’’ Frustrations:Frustrations:
• Ineffective communication• Negative attitudes• Poor morale• Lack of personal accountability• Feeling of entitlement• Resistance to change
For the most part, these are people issues.
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©2007 Bock’s Office
When you become a supervisor:When you become a supervisor:
• Motivating others• Encouraging cooperation• Settling disputes• Addressing performance problems• Promoting planned change
You spend a majority of your time dealing with people and processissues like:
©2007 Bock’s Office
Why do we lose good people?Why do we lose good people?
Gallup statistics:• 80% of people who quit their
jobs leave because of their immediate supervisors
• Only 20% leave because of the work itself
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©2007 Bock’s Office
“To provide a motive; to induce, incite, impel.”
Motivation is something we “do” to someone (or ourselves).
Motivate:Motivate:
©2007 Bock’s Office
Inspire:Inspire:
“To encourage by filling with confidence,
enthusiasm”
Inspiration doesn’t get others to “do things.” Inspiration is a way of
being.
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©2007 Bock’s Office
Lean and JRLean and JR
• Lean involves change.• JR provides a process for dealing
with change.• Both Lean and JR are most
successful with coaching and follow-up.
• Both Lean and JR benefit most from inspirational leadership, not motivational “boss-ship.”
©2007 Bock’s Office
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©2007 Bock’s Office
Toyota TalentToyota Talent
• Identify development needs and create training plans
• Set behavioral expectations by properly preparing the workplace
• Effectively educate non-manufacturing employees and staff
• Develop internal Lean Manufacturing experts
©2007 Bock’s Office
The 100% FactorThe 100% Factor
• Help employees target areas for development
• Create opportunities for increasing individual and team capacity as compared to potential
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©2007 Bock’s Office
Change never sticks.Change never sticks.
• If change is forced upon anyone, they will resist.
• Change comes with baggage.• WHY? We’re not willing to give
something up.
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©2007 Bock’s Office
Job Relations ModelJob Relations Model
Foundations for Good Relations• Let each worker know how he/she
is doing.• Tell people in advance about
changes that will affect them.• Give credit when due.• Make best use of each person’s
ability.
©2007 Bock’s Office
Job Relations ModelJob Relations Model
Four-Step Method for Solving Problems
• Get the Facts.• Weigh and Decide.• Take Action.• Check Results.
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©2007 Bock’s Office
Culture and RiskCulture and Risk
Risk means taking action.Action eliminates procrastination.
©2007 Bock’s Office
Decision making modelsDecision making models
W. Edwards Deming Col. John Boyd
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©2007 Bock’s Office
Supervisor
Gets results through people
People
Rel
atio
nshi
pProd
uctio
n
CostsSafety
Quality
Train ingAdm
inMaint.
Payroll
Sales
Vision
Job Relations Training (JRT)Job Relations Training (JRT)
©2007 Bock’s Office
“Good supervisors get the employees to do what the
supervisor wants, the way the supervisor wants, when the
supervisor wants, because theywant to do it.”
- TWI JR training manual, paraphrased from Dwight D. Eisenhower
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©2007 Bock’s Office
Job Relations is about leadership, not “boss-ship”
©2007 Bock’s Office
“The main job of a leader is to define reality.”
– Max DuPree, former CEO/Chairman of Herman Miller Corp.
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©2007 Bock’s Office
Honest conversations close the reality gap.
Management’sStrategic Intent
Org. Design
EmployeeBehavior
Employees’Unspoken Views
Honest Conversations
Increased Congruence
FormalOrganization
Organizational Reality
Honest conversations close the reality gap
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©2007 Bock’s Office
Leadership should be Leadership should be ……
• 70% listening• 20% asking questions• 10% reflecting and summarizing
- Warren Bennis, Linkage O.D. Summit Keynote, May 2007
©2007 Bock’s Office
What keeps us from more What keeps us from more effective communication?effective communication?
• FEAR• Which leads to
– Lack of honesty– Lack of integrity– Distrust– Cynicism & Resignation
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©2007 Bock’s Office
InspirationInspiration
“We cannot inspire unless we have let go of our fears.”
-Lance Secretan
©2007 Bock’s Office
F – FalseE – EvidenceA – AppearingR – Real
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©2007 Bock’s Office
FearFear
• Authentic – when your physical survival is at stake
• Inauthentic – fear about something that does not threaten your physical survival
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©2007 Bock’s Office
Job Relations provides a model for open communication
A tool for leaders at ALL levels
©2007 Bock’s Office
Job Relations is most effective when coupled with
Personal Accountability conversations
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©2007 Bock’s Office
Dialogue Dialogue or or
Discussion?Discussion?
©2007 Bock’s Office
Three Channels of CommunicationThree Channels of Communication
• Visual• Vocal• Verbal
55%38%7%
• Visceral ?
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©2007 Bock’s Office
Reality Checklist:Reality Checklist:
• What do I want?• What am I doing to get it?• How is it working?• What could I do differently?
intend?commit to?
©2007 Bock’s Office
To be an Effective CommunicatorTo be an Effective Communicator
• Become a better listener• Ask better questions• Fight the “Two D’s” with the
“Two L’s”
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©2007 Bock’s Office
As supervisors As supervisors ……
We are measured– Not by what we are,
But by the perception of what we seem to be;
– Not by what we doBut by how we appear to do it.
- Personnel Decisions Intn’l. MN
©2007 Bock’s Office
Learning = Change
No change = no learning
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©2007 Bock’s Office
JR FeedbackJR Feedback
• “I think this is the way of the future in leadership.”
• “I believe that it is good for all leaders to treat issues in the same matter. It also helps us look at the facts.”
• “I will use this training to become a better employee and individual.”
• “I would recommend this to all. I would also like to see us as a group sit down every now and then to discuss what we have learned.”
©2007 Bock’s Office
JR FeedbackJR Feedback
• “I like how simple and how effective this JR philosophy is. Invaluable training!”
• “This type of training is one way to help all supervisors get ‘on the same page’and present a consistent message to employees.”
• “Very good class. This will help me out very much. I think all current or upcoming supervisors should take this class.”
• “I would recommend for any employee because good relationships are a must in all aspects of a successful business.”
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©2007 Bock’s Office
Resources:Resources:
• The TWI Institute – twi-institute.org• The 100% Factor – Jodee Bock• Toyota Talent – Jeff Liker & David Meier• QBQ – John Miller• The Radical Leap – Steve Farber• The Radical Edge – Steve Farber• Leadership and Self Deception – The
Arbinger Group• Michael Beer’s Organizational Fitness
Profiling (OFP)