I work with companies that are on a path they call lean journey. Whatever you call it, it’s based on Toyota Production System. Some manufacturers embraced it and it became known as Lean Manufacturing, expanded into Lean Office or Lean Enterprise. During this transformation approach became focused on tools, but Toyota’s approach is about people.

The focus of Lean Manufacturing training has been on technical skills such as value stream mapping, 5S, and set-up reduction. People skills; also known as “soft skills” or interpersonal skills haven’t been much of a priority. Difficulty in moving from a traditional to a lean organization is usually blamed on culture of organization. If this is true than interpersonal skill training needs to be a higher priority. Communication often determines if transition succeeds or not. Could “soft” stuff actually be more important than “hard” stuff?

This level of delegation is very important, not only to create space for leader to develop visions and longer terms strategic goals, but also in encouragement of key individuals who will both be challenged by new activities, but will also be developed for future benefit of organisation.

A leader’s role is to focus on those areas of operation where he or she can deliver greatest value and this requires huge shifts in perspective of role. Leaders differ from managers in terms of accountability.

Whilst a leader is accountable for strategic growth of organisation and delivery of results, a manager is more responsible of delivery of shorter-term results through people.

These are, of course, generalisations and roles vary.

Developing others through delegation is a great way to grow skills and confidence in your workforce. Through utilising viewpoints of others, you create variety of solutions which might well escape you, from your own experienced, though single perspective.