For over 13 years Henry has spent significant time developing field leaders to incorporate Lean principles on their projects. During the early stages it was a struggle to gain genuine buy-in until he learned a strategy to authentically connect with the folks that put work in place. That connection proved
to be the difference between making real progress and staring at dull faces wondering what he was talking about.
One question that continued to rise to the surface was, “What’s in it for me?” Meaning the folks Henry spoke to more often than not wanted to understand how this Lean Stuff” was going to impact their day jobs. Once he was able to answer that question and show what it looked like, he began to make
significant progress.
That said, Henry believes in order for anyone to be successful when it comes to reaching the folks that install work with Lean initiatives of any kind, they must always be able to answer that question first. Otherwise, it will prove to be a futile effort.
Learning Objectives
- How to gain genuine buy-in from the field when implementing Lean initiatives.
- The top 5 reasons that field leaders resist Lean methodologies.
- How to effectively engage field leadership.
- How to build successful field teams that flawlessly execute their work.
- Describe a few best practices and lessons learned.