Get It Done! Soft Skills not Hard Tools are Required

Written by Chuck Yorke

Continued from page 1

However, as we all know, it’srepparttar people who dorepparttar 150118 work, not maps or set-up calculations. In a Lean organization, it’srepparttar 150119 people who dorepparttar 150120 work that createrepparttar 150121 standardized work, not managers or engineers. In his book, The Toyota Way, Jeffrey Liker explains, “it’srepparttar 150122 people who bringrepparttar 150123 system to life: working, communicating, resolving issues, and growing together.”

Toyota, on its website, states that “Improvements and suggestions by team members arerepparttar 150124 cornerstone of Toyota’s success.” Managers act as coaches and develop their people. Once again, let’s not forget, it’srepparttar 150125 people who dorepparttar 150126 work. Continuous improvement is part ofrepparttar 150127 work.

It’s easy to see (but somehow difficult for some of us to embrace) that any organization can effectively follow Toyota’s lead. Managers only need to coach and develop their people. Communication isrepparttar 150128 key. Interpersonal skills training,repparttar 150129 “soft” stuff is actually more important thanrepparttar 150130 “hard” stuff.

Copyright © 2005 Chuck Yorke - All Rights Reserved

Chuck Yorke is an organizational development and performance improvement specialist, trainer, consultant and speaker. He is co-author of All You Gotta Do Is Ask, a book that explains how to promote large numbers of ideas from employees. Chuck may be reached at

Delegation for Business Leaders - How Letting Go Works

Written by Martin Haworth

Continued from page 1

Your Q2 time (see 'The Seven Habits of Highly Effective People' - Stephen Covey) multiplies and you can start to use your own creative skills inrepparttar bigger framework.

To grow and develop your business or organisation. Safe inrepparttar 149582 knowledge that you have great people around you and they are realising their own potential too.

An exercise to consider!

  1. Make a list of those things you currently do, yet someone else could do.

  2. Decide to give up 20% of your role to others within your organisation within a defined timescale (1 – 3 months). 50% within a year. Value your time for what your strengths can uniquely provide.

  3. Check out your own, personal ‘nice-to-do’s’ rather than ‘need-to-do’s’. I.e. is it something you are choosing to do because you like doing it ahead of it being important enough?

  4. Review howrepparttar 149583 extra time can be best used to deliverrepparttar 149584 more challenging parts of your role – especially regarding future goals and visions.

  5. Spot check that you are also enabling others to develop and remember that they may well require clarity and coaching in new activities to start with.
Dumpingrepparttar 149585 stuff you do, rather than achieving your true worth, is escapism - it is finding things to 'do' rather than thinking, creating, challenging and firing yourself up.

So it's time to step up.

© 2005 Martin Haworth is a Business and Management Coach. He works worldwide, mainly by phone, with small business owners, managers and corporate leaders. He has hundreds of hints, tips and ideas at his website,

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