Lean Blog Audio Mark Graban Podcasts

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It's interesting to observe a hospital process (or lack thereof) when a family member needs surgery. I had the opportunity to do so one day last week. I originally shared this on LinkedIn as a post and real-time updates.

Thankfully, the clinical care seemed to be good, and that family member is recovering well from the outpatient procedure.

But, the experience could have been better. I'm critiquing the process and the apparent culture, not the individuals involved. They are part of a system, which includes their job role design, training, and supervision.




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The other day, I read about the passing of Donald E. Peterson, who was a key CEO for Ford Motor Company in the 1980s (from 1985 to 1990).

From the Detroit Free Press:

Former Ford CEO Don Petersen, who spent 41 years with automaker, dies at 97




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How often do you hear executives blaming employees, including frontline workers, for different problems or poor performance?

I don't think that's a good look when leaders do that.

Leaders are responsible for the system, especially senior leaders. Even though they are part of a system, they have more freedom and more ability to change systems that ultimately drive most performance.

A blaming leader looks at low productivity numbers and blames “lazy workers.”

A blaming leader sees mistakes and blames “careless workers.”

A blaming leader sees employees choosing not to speak up about problems and blames “cowardly workers.”




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I recently spoke and facilitated at a health system's quarterly leadership forum event on the topic of “Psychological Safety as a Pre-Condition for Continuous Improvement.” It was very well received, and I'm very passionate about the need for leaders to help every team member believe that it's both safe and effective to speak up in the workplace.

Psychological Safety plus Problem Solving is a very powerful combination.

Let me know if you'd be open to a brief conversation on collaborating for your next leadership forum or another executive event. I'm keen to share insights that can further empower your team and take your improvement journey to the next level.

Learn more here and let me know if this would help your healthcare organization (or any organization outside of healthcare):

Transforming Healthcare Leadership: Cultivate Psychological Safety for Unprecedented Continuous Improvement






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I have been really enjoying this book, released in 2021, by Kiyoshi “Nate” Furuta, a retired Toyota executive: Welcome Problems, Find Success: Creating Toyota Cultures Around the World. I bought it a year ago and wish I had started reading it sooner!

Furuta is the retired former chair and CEO of Toyota Boshoku America, Inc. — an automotive parts supplier to companies including Toyota and General Motors. 






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There was a fascinating article in Bloomberg BusinessWeek about GE doing its final spinoff of GE Vernova (ticker symbol: GEV) and the remaining business that Larry Culp remains CEO of, GE Aerospace (formerly GE Aviation, ticker symbol: GE).

The inside story of how GE CEO Larry Culp dismantled a 131-year-old American giant.

AN EMPIRE DIVIDED


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