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The merits of pure organizational leadership and twenty key actions

The facts of organizational improvement projects show that 46% of organizational failures in organizational improvement have been due to incorrect leadership. In addition, 62% of companies that have been forced to leave the business have been due to incorrect leadership. Even the decline of giants such as Yahoo, Sony, Nokia, Kodak and many other businesses that have been among the best for years are attributed to their misguided leadership. The combination of these failures and other evidence has necessitated the development of pure organizational leaders. But what is the difference between a "pure leadership" and other forms of organizational leadership? What different competencies and characteristics can define this classification? Dr. John Hamalian considers the main merit of pure leaders in the following six characteristics:


1) Being a permanent passenger

Being pure is a journey and it is not a temporary and quick solution and it is not even a monthly plan or a purely operational tactic. The purity of the integral part of the overall business strategy is taken into account. During this trip, the organization understands the sustainability of the customer's value and how to increase it, and the pleasure that this trip has for regular travelers is created only by creating more value. A pure leader, like himself, "accompanies" all employees on this journey. "Exploration travel isn't just about exploring new lands, it's about exploring different landscapes," says Marcel Proust.

2) Follow-up without stopping recovery

The constant tendency to continually improve and dissatisfaction with the status quo is one of the main competencies of pure leadership. They believe that the goodness of the enemy is great and there is always the possibility of improvement. The job of a pure leader is to activate this insatiable trait and his constant curiosity about it. Pure leadership is constantly striving to improve this feature, and the result of such an effort is the sustainability and growth of the organization.

3) Fanatic focus on the customer

In pure thinking, the customer is the beginning and the end of everything, and without focusing on the customer and understanding its desired value, pure leadership does not happen. Lean leadership turns a fanatical focus on the customer into a public culture in the organization so that it can take full advantage of this feature. In some cases, if the customer focus is too wide, the results can go beyond the customer's expectations.

4) Simplicity hero

"Complexity is very simple," says Leonardo da Vinci. Complexity is deceptively present in most organizational processes, and new technologies sometimes not only do not simplify, but increase the complexity of this complexity. A pure organizational leader needs to simplify matters with one hand and recognize the loss of leadership performance with the other hand, because then he can develop the purity of his leadership.

5) Life in Gamba style

Gamba is a Japanese word meaning workplace. If we want to make an accurate reference to it, it means the place where the main value is created. Lean leaders need to spend less time in their office or meeting room, and most of their time should be in places of the organization that, along with employees, have a real impact on the value offered to the customer. Instead of ordering from the office, the pure leader in Gamba becomes fully acquainted with the challenge and crisis that has arisen, and by actively listening to the minds of his employees through continuous coaching, he engages in "simplifying problems and solving them permanently."

6) Reputable, honorable and respectful

Confucius says, "Leadership requires that you be able to speak credible words, be honorable in your actions, and respect all those around you." These traits are characteristic of a great organizational leader, which is certainly related to the pure leader. Because the main role of a pure leader is to train and develop employees, they must inherently be credible, honorable, and respectful so that employees can accept the influence of their words and role models. Have a pure organizational leader so that he can follow the path of being pure. Assuming you have the key competencies to be a pure leader, you should now focus on the activities in the organization so that your pure leadership can create a pure and growing organization.

The important point is that the above steps should be done according to the conditions of each organization, taking into account all the cases:

1) Changes in work culture through team building

To start building a pure strategic approach, you need to turn employees into self-governing teams in a variety of processes, especially at the forefront of production, and allow these teams to solve their own problems and challenges. Don't expect miracles from employees when management is top-down. Because it only gives them the opportunity to do what they want to do, and they leave it to the people in charge to solve the problems, who are not even present in difficult situations. Being pure requires a fundamental change in the way employees think and manage all functional capacities in order to create value for the customer, and the most interesting part of the story is that employees' motivation is increased by this method and their work and usefulness. Express more satisfaction.

2) Make sure all teams are coaching properly

This way you can be sure that you will be able to use all of your manpower capacity instead of a limited number of managers to solve problems. At the outset, you may want to involve small groups of employees in the work of self-governing teams because of the importance of their work, but you need to extend this management approach to all members over time.

3) Start with obvious wastes that work easily
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