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Ahoy!
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Captain David Gallimore welcomes you aboard the Regenerate Show, live Mondays,
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10 a.m. Pacific on K4HD Radio at K4HD.
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Com.
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Now, here's your host, Captain Dave, your personal regenerator. All aboard!
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Ahoy!
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And happy Monday. Welcome aboard the Regenerate Show. I'm Captain Dave,
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your personal regenerator. So this show is a safe harbor
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for my guests and I to share authentic and vulnerable
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stories from the messy middle, the part of transformation that
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few podcasts talk about. Economic pressure, war, global uncertainty. Yes,
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AI reshaping the ground under our work lives. You're not
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sailing these storms alone. We're in the same boat together.
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And we have planet Earth, nature, and the logic of
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life on our side. They're guiding principles for this show,
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and we call it regeneration. Though my own definition is
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evolving as I live it, regeneration simply draws on 3.8
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billion years of life. Planet Earth is constantly evolving and
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has learned a thing or two over that time. So
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regenerative values, systems thinking, we're really all interconnected, humans, animals, fish, insects, plants,
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all life. And we all share the same air, same water,
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much of the same food, the resources that we extract,
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the products that we manufacture, the pollution we create, and
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the stuff we put in landfills all contribute to the
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health of our lives of all life or not. So
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part of what I wanted to talk about today in
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this series on regenerative business is how do we create
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a roadmap. How do we put together the path that
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we want to take, the course that we want to take?
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As you recall from a couple episodes ago, we started
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with an assessment and we looked at regenerative business principles
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as a way to help us maybe align our lives
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and our businesses a little bit closer to the logic
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of life. And then we moved to strategy and we
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drew upon Roger Martin's five Strategic questions. What is our
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winning aspiration? Where do we play? How do we win?
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What capabilities do we need to support those three other questions?
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And what systems and processes need to support us to
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deliver those capabilities? And it's a bit of a plan-do-check-act.
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It's a cycle of how do we work together? How
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do we align around common strategy? And then we took
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a little bit of a detour last week when I
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had Stacey Berger, the creator and just brilliant teacher and
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facilitator of her three-day long Passion to Purpose program.
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And I think I was pretty.
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Vulnerable when I shared, you know, how some of the
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challenges that I've been facing in my life are not
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about strategy with my business life, but but more about
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the challenges of identity and self-sabotage and some of those
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issues that have prevented me from fully realizing the potential
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of my business. And we'll be talking in future episodes
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about some of the new lessons that I've been learning
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since I've been back from Edmonton, Alberta and that program.
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But for the moment, for today, we're now going to
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focus on this idea of roadmap and how do we
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take the knowledge from the assessment, kind of the future
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of where we're going, our strategy. Think of it maybe
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as a vision. And now we're looking at the roadmap
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that we want to take. So the theme that we're
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gonna be discussing today is built to right itself. Think
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about a sailboat that's been knocked over and it has
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a keel and that keel is a counterweight. And so
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when you remove the forces, just easing the sails, the
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lines of your sails, that keel causes the sailboat to
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pop back up. So regardless of the storm that you're in,
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you get knocked down, that keel provides that counterweight. So
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in part three, we're going to be talking about how
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do you turn strategy into a passage plan? How do
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we set courses? What are the hazards and standing orders
Load full transcript
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for the crew? And to help me do this, I'm
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going to draw from my experiences with the working together
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management system and the principles and practices of working together
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that my mentor, Alan Mullally, used to effectively turn around
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the Boeing Commercial Airplane Group, as well as the Ford
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Motor Company. And I've personally used these as principles and
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a business plan review process that has kept 20-something, probably
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23 now, different projects ranging from the turnaround of my
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little Yacht Club, the Corinthian Yacht Club of Seattle when
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I was rear commodore, all the way up to the
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$ 930 million smart meter program at BC Hydro. So we're
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going to be taking a look at how principles can
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really impact.
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What we're going to be doing.
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And what I'll be doing is I'll be putting in
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the show notes later some of the diagrams that I'm
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talking about. I had a little bit of a family
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emergency this morning just before the show. And so we've
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worked through that. And now what I'd like to do
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is talk about roadmapping. So in my own business, what
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I've discovered is it's not sufficient to just understand where
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I am, the assessment part. And it's certainly helpful to
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have the strategy. But then how do you put that
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into action? And one of the things that Stacey Berger said,
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has been introducing to all of us that signed up
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for her Mastery of Mind program. And I up-level that
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to the Platinum program, so I get even more love
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and support from Stacey and her team, is translating that
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vision into goals and sub-goals and tasks. And for us
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neurodiverse ADHD brains, it's really, really valuable to have these
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goals and sub goals and tasks broken down into just
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the smallest bite-sized chunks that we can get our head
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around and get momentum, not get too distracted or too
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overwhelmed by trying to attack too big a goal and
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not have it broken down into its sub components. So
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for those of you that are leading a business and,
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you're just feeling overwhelmed by all of the things that
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have to happen, consider that. Consider just focusing on one
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thing at a time, another simple but not easy thing
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to do. And also to just get really, really clear
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about how do you break down goals and sub-goals into
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small bite-sized chunks, not only for you, but also for
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your team. And that's where I think the Working Together
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management system can really help us out. All right, so
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without further ado, I'm going to open up a tool
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called the Relentless Implementation Working Together Operating System Playbook. And
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I'll also put in the show notes if you're interested
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in learning more about this program. I'm a little bit biased,
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I admit, but this working together has changed my life
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for the good and so many other people that have
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modeled their leadership and their ability to organize and align
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teams around common principles and practices, as well as a
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business plan review. So the origin of working together, interestingly,
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came out of an airplane program at Boeing known as
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the 777. And previous Boeing airplane programs had often been
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designed and built with internal Boeing engineers, marketing people, product
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management people, obviously executives were involved, but rarely was the
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airline or the maintenance person in the airline or the
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pilot or the flight attendant in the airline involved in
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not only the design, but also then how does the
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airplane actually get operated? And so working together, I think
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partly because Phil Condit And Al-Malali knew that a lot
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of money was going to be invested in the design
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and manufacture of this airplane. And so to mitigate the risk,
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they created something called the Working Together Management System. And
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what I love about the Working Together Management System is
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it starts with principles. So the idea is that
principles
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and practices, if they're fairly thoughtful, they replace principles. Imagine
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like a three-inch thick binder of standard operating procedures of
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how does the business actually do what it's supposed to do. Yes,
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it's important to have processes, but for the day to day,
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often leaders in an organization, they have too many things
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to think about. There's a lot of detail in their lives.
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And so how do they get guided day to day
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in making better choices, better decisions that if, every one
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of the leaders. And again, my definition of leadership is influence.
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It's not managerial position power. If you look at the
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definition of leadership as influence, that means that anybody can
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be a leader from the middle room clerk all the
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way up to the middle managers and to the C-level
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and ultimately the CEO and the board. So leadership exists
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wherever there is influence. So If you can align an
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organization around common principles and practices, then you, as the
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upper echelon of the leadership team, or if you're the
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founder of your own organization, you're way better in ensuring
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that good decisions are going to be made. And so
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it's one way to free up yourself as the CEO
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or as the founder, because now you know that you
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don't have to be holding these principles and practices yourself,
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you've now made them explicit and they are guiding the
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day-to-day decisions and how people show up. So what are
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the working together management system principles and practices? Well, the
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first one I just love, it's people first, love them up.
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And what does that mean? People first and love them up. Well,
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most organizations that have been successful over many, many years, decades,
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they understand that if they take care of people, if
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they are clear that it's people that actually do the work. Now,
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set aside for the moment, generative AI and agentic bots
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and all of that, that's a whole new world that
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--> 00:12:09.509
we're starting to create inside organizations. But for the most part,
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work gets done by people. And Howard Schultz, who founded Starbucks,
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recognized that if he put all of his leadership team's
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focus on making sure that the barista and the front
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customer-facing resources, so the customer service people in the retail
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stores that were not only creating the coffee, but also
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selling pastries and various coffee products, those frontline workers were
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if they're taken care of, then guess what? They take
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care of the customer. And Howard Schultz, unfortunately, though he
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did a pretty good job of instilling this people first principle,
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when he retired and other CEOs replaced him, and I
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say CEOs because it wasn't just one that replaced him.
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That person didn't quite understand the principles of Starbucks. And
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so they got fired. And he came back, Howard Schultz,
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the founder, came back, reinstilled those principles, put the business
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operations back on track related to those principles, and the
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company thrived again. And then he retired after finding his replacement.
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And that replacement, again, didn't fully recognize the principles and
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how important they were. And so that CEO was fired
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and Howard Schultz had to come back. So This is challenging, right?
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But I think that one example of principles taking care
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of people and then the frontline people take care of
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customer is a cautionary tale of how important a principle
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like people first and love them up can be. Another
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principle of the working together management system is everyone is included.
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Now think about that for a second. What does everyone mean? Well,
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in Alan's world, when I got invited as his guest,
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when I worked at Boeing for about eight and a
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half years toward the end of my career, I had
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just done a dot-com for Boeing that we grew from
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nothing to about a billion dollars in part sales. And
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we downloaded nine times the height of Mount Rainier in paper, microfiche,
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and CD-ROM and started to make it super easy to
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send and receive questions, kind of like a WhatsApp group
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or WhatsApp chat. And then we were enabling the download
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of light manuals, performance software, engineering drawings, maintenance manuals. So
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I got on Alan Mulally's radar and he invited me
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to an early, early business plan review. And it was
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a remarkable experience. First of all, everybody was in a
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single room. So this was before COVID. virtual and Zoom.
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But part of that was a mandate by Alan, the
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CEO at the time of Boeing Commercial, that, hey, we're
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in this boat together. We're going to be together face-to-face.
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And my recollection is that the meeting started about 7.30
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and it ran for an hour. And there were over
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100 people that were the regular attendees, including his direct
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leadership team, as well as his direct leadership team could
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invite guests. And I was one of his guests. And
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what I saw in the 300 plus PowerPoint slides that
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were the business plan review that was providing a 360
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degree view of Boeing Commercial Airplane Group was each of
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the leaders did not delegate this update, this review this
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weekly review to their underlings or to a staff person.
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They were on the hook. They had to know the numbers.
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They had to deliver this information. And as part of
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their review for their part of the business, be it
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manufacturing or sales or marketing or any of the other
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functions within Boeing Commercial, they had external stakeholders. And just
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like the 777 program had involved pilots mechanics and flight
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attendants and the engine manufacturers, the fuselage manufacturers, all the
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parties that were needing to come together and work together
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to design and produce this world-class airplane called the 777,
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which by the way was a beloved airplane and it's
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been flying for decades. It was over budget and it
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was over schedule, but the
quality And the ongoing maintainability
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and usability of the airplane won all sorts of awards
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and is a wonderful example of when all the stakeholders,
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in other words, everyone who's needed to design and build
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the most successful airplane, why not bring that same principle,
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everyone is included into the running of the Boeing Commercial
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Airplane Group. And it seems unwieldy. how can everybody be involved?
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And so it is a bit selective. You can't have
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everybody in the room, but you have representatives. You have
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the leadership of each of those groups represented. And the
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leaders would be representing the third parties that were providing resources,
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intellectual property, problems when they weren't delivering.
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So yeah, there was a 360-degree view of.
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Of not only the internal operations of Boeing commercial, but
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also the stakeholders, the ecosystem that were part of the
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delivery of all of the products and services that Boeing
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commercial used. So everyone is included. It's a simple, but
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not easy concept. And yes, there is judgment as to,
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you know, who do you include? Is it really everybody
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or is it the key people that are required to
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work together? to further the mission, to deliver the roadmap,
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to move toward the strategy that the organization has created.
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A third principle, compelling vision, comprehensive strategy, and relentless implementation.
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I love that one because as I learned with Stacey
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Berger in the Passion to Purpose program, it all starts
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with vision. What do you want to create in the
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world and for whom? And a little bit of the
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why and the, and the more concrete that vision becomes
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and becoming emotionally connected to that vision, then magic will happen.
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And the story I like to tell about this is
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related to, um, Ford motor company. So Ford was really
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in trouble when Alan Mulally decided to say, yes, um,
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Bill Ford, I think he's the great grandson of Henry Ford.
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He at the time was the CEO of Ford and
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he knew he was out of his depth. So he
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courted Alan Mulally and Alan said yes. And when Alan arrived,
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the first business plan review meeting that they had, their
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weekly meeting, all of the PowerPoint slides were green.
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All of the stoplights were green.
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And at the end of the meeting, Alan kind of
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summarized by saying, so what you're telling me is that
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we are 100% on plan to lose $ 17.
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Billion this year. Is that right? Of course, there was
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just silence. But this idea that, yeah. Yeah.
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How are you going to really get clear about turning
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around a company that they admitted that, yep, they were
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on plan to lose $ 17 billion? Well, what Alan did
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was he went back into the archives of the Ford
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Motor Company, and he recognized that the Ford blue oval,
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you know, the classic kind of cursive Ford logo that
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you probably have seen in the past, was perhaps the
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rallying pride, the pride the focus of the organization. And
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once he hit on that idea, that the compelling vision
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was really to go back to what Henry Ford had said,
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which was to enable an automobile to be in every
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family's driveway.
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Think about that.
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Before Henry Ford invented the mass production line, cars were
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handmade and very, very, very expensive relative to what they are.
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Today, certainly.
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And so it was that vision that Henry Ford had
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that enabled Ford Motor Company to produce terrific vehicles at
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a decent price, where even the workers that were building
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the Ford Model A and Model T, et cetera, could
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afford these vehicles. And so Alan Mulally drew from that
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heritage and said, let's shed all of the other And
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I think at the time they had.
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Range Rover, they had.
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I'm blanking out now, but I'll put it in the
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show notes. They had Aston
Martin, they had Volvo. The
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previous CEO, even before Bill Ford, had been on an
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acquisition spree thinking that he was going to create a
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General Electric, Jack Welch-like agglomerate. And unfortunately in the automobile industry,
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all those different brands, they don't share parts. They don't
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share processes, very bespoke. Um, and when a company is
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losing $ 17 billion, the only way to get out of that,
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to turn that around is to focus and focus on
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your core. And so by Alan Malaly choosing the Ford brand.
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So at the time it would have been, uh, Ford Explorer, uh,
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They brought the Ford Taurus back, and it was the
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Ford brand that really carried that turnaround. So that compelling vision,
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comprehensive strategy, and relentless implementation all focused on that one
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key area. Another principle in practice is clear performance goals.
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So what I've learned from Alan is if you don't
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have a goal, you just have a statement of, hey,
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wouldn't it be nice if, That's just a dream.
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And dreams are exciting. Dreams are often compelling.
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But if they don't get grounded in a goal, they
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rarely get realized.
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And in the.
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Passion to Purpose program, the follow-on to that, the mastery
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of mind, what I've been learning is part of what's
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been keeping me stuck is I haven't had crystal clear
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goals before. they've not been really clear. I've had fuzzy
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performance goals about what it is that I want to
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create through Regenerative World Group. So part of what I'll
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be sharing in the coming weeks is, hey, how do
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I get really, really clear and then therefore say no
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to other things? And therein lies the power of vision
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and then breaking that vision down into clear performance goals.
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I'm going to do one more of the principles, and
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then I'm going to ask our fearless producer, Rebel, to
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start our quick commercial. But before we do that, we're
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going to do number five, which is one plan. So again,
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a simple but not so easy statement to make. What
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does it mean to have one plan? Well, when I
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went to Alan Mulally's business plan review, when he first arrived,
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I saw mostly red, a lot of yellow, and hardly
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any green stoplights colors. So he was brought in from
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Defense in Space to run Boeing Commercial because he had
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done such a great job turning around Defense in Space.
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And so the board and the then CEO, Phil Condit, said, hey, Alan,
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will you come and do what you did for Defense
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in Space with Boeing Commercial?
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And Alan said, absolutely, I I've been wanting to get.
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Back to Boeing commercial for a while, because obviously that's
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where he started his career as a cockpit engineer, designing
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cockpits for many, many of Boeing's most beloved airplanes, 727, 737, 757,
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and more. So high-performing organizations don't have multiple plans. They
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have one plan. And When I got invited back a
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year later to Alan's business plan review, I saw the
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power of this one plan concept where everybody understands the plan,
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where they're headed, and somewhat how they're going to get there,
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but being open to external events and obviously challenges that
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come up because these are complex products. So a year later,
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I saw hardly any red. a fair amount of yellow,
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but white a bit less than I was expecting, and
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mostly green soplates. On, again, this deck, this 360-degree deck
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of the State of the Union or the health check
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of Boeing Commercial Airplane Group. So it's really a detailed,
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measurable roadmap that shows how the organization is going to
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execute a strategy and achieve its targets. And every team
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understands and aligns their actions with the one plan. Simple,
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but not easy. But in my own personal experience, when
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I helped turn around the Corinthian Yacht Club, I had
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another project that I did related to Pacific Gas and Electric.
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And then the big one that I got to be
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a part of was turning around the $ 930 million smart
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meter program at BC Hydro, where we only had two
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years to do four years worth of work. And when
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I arrived, the team was already running late, which is
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not a good thing when your schedule is the fixed
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part of the project triangle, scope, schedule, and budget. You
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can only fix two of those three and schedule was sliding.
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And so that's a problem. And so getting really, really
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clear about that one plan and aligning everybody to that
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one plan and just being absolutely relentless in holding up
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the mirror and saying, how are we doing? And to never, ever, ever, never,
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ever blame the messenger. So Alan, I learned in Boeing,
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and I applied this in my implementations of working together,
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is you celebrate the Reds. Reds are our friend. Reds
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are telling us each other that we're willing to have
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the courage to tell the truth about what's really going on.
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And the story that I like to quickly tell about
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this is Mark Fields, who was Those first few weeks
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of the Ford business plan review meetings, stoplight charts green
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all across the board.
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Second week, all green. Third week, all green.
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Until finally, on the fourth week, Mark Fields, who is
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an executive running the Canadian business, division of Ford, he
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went red on a liftback problem for one of the
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key vehicles that was needed to deliver the revenue and
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the profit for the company. And the other executives who
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saw this slide go red, they thought to themselves, oh
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my gosh, the security is going to open up the doors.
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Security men are going to come in. They're going to
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pull Mark Fields out of his chair and whisk him away,
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never to be seen again, because that was the culture
401
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of Ford at the time. Don't deliver bad news to
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the head person. But Mark took Alan by his word,
403
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and Alan instead stood up and clapped and said, who
404
00:28:58.880 --> 00:28:59.839
can help Mark?
405
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And within two.
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Minutes, Mark had an engineer from another part of Ford,
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and there was a clear next step on how to
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go from red to yellow and yellow to green So
409
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that's just one small example of the power of one
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plan and being able to have the courage to speak
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truth about what's really going on so together the leadership
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team can solve problems. And I've seen that over and
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over again in my own implementations of the Working Together
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management system. So I'm going to invite you, Rebel, to
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run our short commercial. And when we're back, we'll be
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talking about the rest of the principles as well as
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start to look in the business plan review.
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You're listening to Regenerate with Captain Dave, your personal regenerator
419
00:29:48.789 --> 00:29:50.410
on K4HD Radio.
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00:29:51.049 --> 00:29:51.809
We'll be right back.
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00:29:55.740 --> 00:29:59.609
Are you feeling overwhelmed are you ready to regenerate and
422
00:29:59.690 --> 00:30:04.069
live the life of your dreams Start the transformation now.
423
00:30:04.710 --> 00:30:06.130
Call Captain Dave at 253-237-2558.
424
00:30:06.150 --> 00:30:07.089
Stop overthinking.
425
00:30:07.109 --> 00:30:12.119
Again, call 253-237-2558 or go to regenerativeworldgroup.com to book a free,
426
00:30:12.259 --> 00:30:31.069
no obligation clarity call. Let's get back to regenerate right
427
00:30:31.089 --> 00:30:36.980
here on K4HD Radio for more life-changing transformations. Here's your host,
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00:30:37.400 --> 00:30:39.839
Captain Dave, your personal regenerator.
429
00:30:40.859 --> 00:30:43.900
Ahoy and welcome back. If you're just now joining us,
430
00:30:44.140 --> 00:30:48.160
we've been talking about the power of the working together
431
00:30:48.240 --> 00:30:53.309
management system as a way of translating an assessment that
432
00:30:53.349 --> 00:30:57.349
you did, perhaps from a couple weeks ago, our episode
433
00:30:57.410 --> 00:31:02.319
on assessments, Applying Regenerative Thinking. And then the next episode,
434
00:31:02.339 --> 00:31:07.720
we talked about strategy, leveraging Roger Martin's five questions. We
435
00:31:07.740 --> 00:31:09.900
took a little bit of a break while Dave went
436
00:31:10.009 --> 00:31:16.390
to Stacey Berger's Passion to Purpose program, where I really
437
00:31:16.430 --> 00:31:19.970
learned a lot about what was causing my strategy not
438
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to get fully realized. It was more about my
identity
439
00:31:23.890 --> 00:31:28.559
and my own self-sabotaging behaviors. But more on that when
440
00:31:28.599 --> 00:31:32.900
we get into how do you overcome your limiting beliefs
441
00:31:33.180 --> 00:31:35.819
and your challenges so you can actually realize the full
442
00:31:35.859 --> 00:31:39.109
potential of your strategy as a founder or a senior
443
00:31:39.150 --> 00:31:40.410
leader in an organization.
444
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And so now today we're talking about the roadmap.
445
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How do you translate the vision, the purpose into action?
446
00:31:50.089 --> 00:31:51.599
And where we last left off.
447
00:31:51.990 --> 00:31:56.480
Was we've been talking about the principles and practices of
448
00:31:56.500 --> 00:31:59.759
the working together management system. Uh, so the last one
449
00:31:59.799 --> 00:32:02.960
we talked about was one plan. The next number six
450
00:32:03.579 --> 00:32:09.640
is facts and data boring, right? But it turns out,
451
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how can you make really the best decision possible on
452
00:32:15.640 --> 00:32:19.380
where you're stuck, how to get unstuck, where the organization
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00:32:19.519 --> 00:32:22.779
is aligned or not aligned facts and data. There is
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this thing called truth, uh, although it's been in short
455
00:32:26.119 --> 00:32:30.380
supply in recent years, I think when you're a founder
456
00:32:30.660 --> 00:32:34.349
or a senior leader of an organization, it's imperative that
457
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you create an environment where people not only do their
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best and most creative work, but when things go sideways,
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and they will, how do you as a leader create
460
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a safe space for people to tell the truth? And
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how do you model asking for, well, is that your opinion?
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Is that your Guess, how do you know? What's the
463
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evidence for the recommendation that you're making? In other words,
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what are the facts and data? And so this is
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partly what drives the business plan review and those stoplight
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00:33:08.470 --> 00:33:13.269
charts is here's our data related to our forecast, what
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we're planning to do, and then here are the facts
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and data about our actual results. And when those two
469
00:33:22.119 --> 00:33:27.200
line up, We're green when the results are less than
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the forecast or less than what was committed. Then you
471
00:33:30.829 --> 00:33:34.529
start to go yellow. If they're really off, then you're red.
472
00:33:34.730 --> 00:33:37.569
Or if there is no plan to get back on track,
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then you're also red. And the other thing about facts
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and data is this idea of you can't manage a secret.
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It's true, right?
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If everybody is green, everybody... If the environment is not
477
00:33:53.529 --> 00:33:56.299
safe for people to speak the facts and the data,
478
00:33:56.890 --> 00:34:00.740
then you've got secrets. And it's really, really hard as
479
00:34:00.779 --> 00:34:04.380
the founder or the senior leader to manage an organization
480
00:34:05.059 --> 00:34:08.960
that has two different sets of books or what's publicly
481
00:34:09.039 --> 00:34:11.260
said is not what's actually happening.
482
00:34:11.760 --> 00:34:11.980
Yeah.
483
00:34:12.139 --> 00:34:15.960
So facts and data, you can't manage a secret. Another
484
00:34:16.019 --> 00:34:19.760
key principle of the working together management system. Number seven
485
00:34:20.159 --> 00:34:24.329
is everyone knows the plan. and what needs special attention.
486
00:34:24.510 --> 00:34:29.289
So this is where the leaders coming together once a week,
487
00:34:29.510 --> 00:34:32.610
ideally face-to-face, they get to.
488
00:34:32.909 --> 00:34:36.480
Learn each other's green, yellow, and reds.
489
00:34:37.159 --> 00:34:42.119
And we're basically one team with one plan, or that's
490
00:34:42.219 --> 00:34:46.099
the expectation. So how do we then come together when
491
00:34:46.500 --> 00:34:50.530
our brother or sister is red or yellow? How do
492
00:34:50.570 --> 00:34:54.309
we work together to help them? Um, so that's where
493
00:34:54.369 --> 00:34:57.150
special attention meetings come in and Alan, uh, had a
494
00:34:57.170 --> 00:35:00.829
number of different types of special attention meetings. Uh, one
495
00:35:01.110 --> 00:35:05.369
usually related to quality, uh, another one related to people, uh,
496
00:35:05.469 --> 00:35:09.030
another one related to strategy and that's where they would
497
00:35:09.380 --> 00:35:14.739
deep dive into actual problem solving. Yes. The Mark Fields
498
00:35:14.800 --> 00:35:18.380
example where Alan said, Hey, who can help Mark with
499
00:35:18.440 --> 00:35:21.559
this lift back problem? That's a little bit of problem solving.
500
00:35:22.079 --> 00:35:24.400
But I think he made an exception because he wanted
501
00:35:24.480 --> 00:35:29.679
to immediately recognize the courage that it took Mark Fields
502
00:35:29.739 --> 00:35:33.570
to go from all green to this one area red.
503
00:35:34.110 --> 00:35:41.010
And he wanted to immediately swarm, just like top automobile manufacturers,
504
00:35:41.230 --> 00:35:45.170
when somebody on the assembly line sees a defect and
505
00:35:45.210 --> 00:35:48.920
they pull the Andon cord and they stop the entire line,
506
00:35:48.960 --> 00:35:50.539
which is incredibly expensive.
507
00:35:51.039 --> 00:35:51.440
But then.
508
00:35:52.030 --> 00:35:56.849
engineers
and supervisors, they swarm on that workstation and they
509
00:35:56.989 --> 00:36:01.170
work together to figure out how do we stop the
510
00:36:01.250 --> 00:36:08.570
upstream quality problem that the assembly line worker had noticed
511
00:36:08.840 --> 00:36:12.579
and called out by stopping the line. So that's what
512
00:36:12.599 --> 00:36:17.059
I think Alan's purpose was. He wanted to get as
513
00:36:17.599 --> 00:36:21.780
much attention on Mark's problem and solve that problem as
514
00:36:21.800 --> 00:36:24.719
quickly as possible, which would then be reinforcing to the
515
00:36:24.780 --> 00:36:28.030
rest of the executives, ah, you're not going to have
516
00:36:28.070 --> 00:36:30.630
the security come open the door and whisk you away
517
00:36:30.690 --> 00:36:31.070
never to.
518
00:36:31.050 --> 00:36:31.690
Be seen again.
519
00:36:31.710 --> 00:36:36.030
Ah, if I go green to yellow or yellow to red,
520
00:36:36.590 --> 00:36:38.929
I'm going to get the support that I need to
521
00:36:38.989 --> 00:36:42.730
make things better. And when there's a lot of those
522
00:36:42.789 --> 00:36:46.489
kinds of things, which Alan certainly had when he was
523
00:36:46.510 --> 00:36:49.590
turning around the Ford Motor Company, the special attention meetings
524
00:36:49.889 --> 00:36:53.639
that would immediately follow the weekly business plan review, which
525
00:36:53.699 --> 00:37:00.219
is basically a status meeting, whereas the special attention meetings
526
00:37:00.500 --> 00:37:04.900
are where the rolling up the sleeves and working cross-functionally,
527
00:37:06.099 --> 00:37:10.199
really looking at the root cause, looking at the constraints, brainstorming,
528
00:37:10.789 --> 00:37:14.309
and then picking a path, committing to that path, and
529
00:37:14.349 --> 00:37:18.610
then monitoring the progress of that new path. to turn
530
00:37:18.670 --> 00:37:26.030
that stoplight part of the executive's review from red to yellow,
531
00:37:26.570 --> 00:37:30.380
yellow to green. Number eight of the working together principles
532
00:37:30.409 --> 00:37:35.119
and practices are propose a plan, have a positive find-a-way attitude.
533
00:37:35.260 --> 00:37:36.260
I love this, right?
534
00:37:36.320 --> 00:37:38.960
Because if you think you can or you think you can't,
535
00:37:38.980 --> 00:37:43.480
the famous Henry Ford quote, you're right. This, I think,
536
00:37:43.519 --> 00:37:47.300
was modeled brilliantly by by Alan. I think it's one
537
00:37:47.320 --> 00:37:50.139
of the reasons why I was so inspired to adopt
538
00:37:50.260 --> 00:37:54.099
his working together management system, not just the process of
539
00:37:54.139 --> 00:37:57.539
the system, but the behavior of the leader, the mindset
540
00:37:57.639 --> 00:38:01.369
and the behavior of the leader. And it's amazing to
541
00:38:01.429 --> 00:38:04.829
me as a person of influence, which again, that's the
542
00:38:04.869 --> 00:38:07.969
definition of a leader, someone who has influence, when they
543
00:38:08.010 --> 00:38:12.289
look behind them to see who's following them, generally the
544
00:38:12.309 --> 00:38:15.929
people that are following them are following because they believe
545
00:38:15.949 --> 00:38:22.059
that the leader is solid values based, fair, going to
546
00:38:22.099 --> 00:38:25.980
do the right thing. Um, you know, basically is going
547
00:38:26.000 --> 00:38:30.239
to come up with that approach, uh, and, and hold
548
00:38:30.280 --> 00:38:33.670
people able, but doing it in as positive a way
549
00:38:33.829 --> 00:38:38.090
as possible. Now I did see, and sometimes hear rumors
550
00:38:38.170 --> 00:38:43.269
that Alan was brutal in his, um, digging in when
551
00:38:43.349 --> 00:38:47.849
somebody was either not telling the whole truth or was
552
00:38:48.309 --> 00:38:53.550
procrastinating or just didn't want to participate. He was very candid,
553
00:38:53.570 --> 00:38:59.059
very direct, but in public, incredibly positive. And I think
554
00:38:59.119 --> 00:39:02.039
that's what great leadership is all about, finding a way,
555
00:39:02.579 --> 00:39:04.380
being positive, and.
556
00:39:04.519 --> 00:39:05.820
It starts at the top.
557
00:39:06.260 --> 00:39:10.500
So for you, founders and senior leadership of your organizations,
558
00:39:10.659 --> 00:39:15.500
if you're not getting the results that you really, really want,
559
00:39:15.860 --> 00:39:19.780
if you don't feel that the team is aligned, if
560
00:39:19.820 --> 00:39:22.380
the environment that you're trying to create to help them
561
00:39:22.519 --> 00:39:25.469
do their best and most creative work is not working,
562
00:39:25.489 --> 00:39:29.510
start with yourself. Start with looking at what might be
563
00:39:29.570 --> 00:39:33.300
the reason your positivity or lack of it might be
564
00:39:33.340 --> 00:39:38.039
getting in the way. Number nine, respect, listen, help, and
565
00:39:39.360 --> 00:39:44.059
appreciate each other. I think that's pretty obvious, but everybody
566
00:39:44.119 --> 00:39:48.099
deserves the leader's respect and appreciation. And I think one
567
00:39:48.119 --> 00:39:55.139
of the least expensive uses of the public, authentic and vulnerable,
568
00:39:55.679 --> 00:40:00.199
timely appreciation, it is probably the best way to motivate
569
00:40:01.059 --> 00:40:03.679
individuals or teams. And I did that to great effect
570
00:40:04.099 --> 00:40:07.380
early on with Kai Hewey, who is my box buddy,
571
00:40:07.900 --> 00:40:13.019
the director that was working together, he and I, with
572
00:40:13.199 --> 00:40:17.360
the leadership team for the engineering group that included all
573
00:40:17.389 --> 00:40:22.170
the software and systems people, the network and engineering people.
574
00:40:22.889 --> 00:40:27.030
So we would bring up individuals and or whole teams
575
00:40:27.380 --> 00:40:32.480
to our monthly whole team review. And it
was just
576
00:40:33.000 --> 00:40:36.559
so great to be able to see people light up
577
00:40:37.000 --> 00:40:40.860
when you as the leader brought them on stage and told,
578
00:40:40.889 --> 00:40:47.050
you know, public, vulnerable and authentic and timely appreciation. It
579
00:40:47.130 --> 00:40:51.059
won so much respect and people that were in the
580
00:40:51.159 --> 00:40:54.070
audience said, what can I do to be a part
581
00:40:54.110 --> 00:40:54.429
of that?
582
00:40:55.070 --> 00:40:58.230
All right. Number 10, emotional resilience, trust the process.
583
00:40:58.769 --> 00:41:03.630
I think that is such a challenging thing, especially when
584
00:41:03.650 --> 00:41:06.090
you're at the top, because it's very lonely at the
585
00:41:06.130 --> 00:41:10.739
top and it's not a safe place to show weakness.
586
00:41:12.019 --> 00:41:17.500
But again, I realized that I was able to be
587
00:41:17.579 --> 00:41:21.710
very vulnerable and authentic during the BC Hydro program. And
588
00:41:21.750 --> 00:41:25.409
when I made a mistake, I would publicly admit that
589
00:41:25.550 --> 00:41:27.710
and say, here's what I learned and here's what I'm
590
00:41:27.730 --> 00:41:30.489
going to do to clean up my own mess. And boy,
591
00:41:30.510 --> 00:41:33.429
did I get a lot of kudos from people who said, wow,
592
00:41:33.809 --> 00:41:37.820
we've never seen a director at BC Hydro or any
593
00:41:37.840 --> 00:41:41.300
of our contractors admit to making a mistake in a
594
00:41:41.360 --> 00:41:45.539
public forum. And what were the lessons learned and what
595
00:41:45.559 --> 00:41:48.199
are you going to do to fix it? And that
596
00:41:48.260 --> 00:41:52.570
gave people then permission to be much more likely to
597
00:41:52.610 --> 00:41:56.030
speak up when they made their own mistakes because we're
598
00:41:56.050 --> 00:41:58.190
human beings. We're trying to do the right thing, but
599
00:41:58.929 --> 00:42:01.710
sometimes things don't happen the way we would like. And
600
00:42:01.750 --> 00:42:03.780
it goes back to the, you can't manage a secret
601
00:42:04.380 --> 00:42:09.119
and facts and data, admitting a mistake, but then showing
602
00:42:09.159 --> 00:42:11.440
what you're going to do to fix it and not
603
00:42:11.500 --> 00:42:15.420
hide behind the mistake. It just, it's so freeing to
604
00:42:15.480 --> 00:42:19.159
a team. And then the last but not least, have
605
00:42:19.219 --> 00:42:22.980
fun and enjoy the journey and each other. So I
606
00:42:23.039 --> 00:42:27.119
love this one because we spend probably more hours of
607
00:42:27.159 --> 00:42:30.949
the day with our work families than we do with
608
00:42:31.210 --> 00:42:37.969
our biological or families through marriage. And what I've recognized
609
00:42:38.010 --> 00:42:39.989
there is how important.
610
00:42:39.630 --> 00:42:41.969
It is to play.
611
00:42:42.429 --> 00:42:46.099
And so when we were leading the BC Hydro program
612
00:42:46.219 --> 00:42:50.300
it was intense but every friday we take a about
613
00:42:50.340 --> 00:42:54.190
an hour at the end of the day and we
614
00:42:54.210 --> 00:42:59.789
would have costume contests for halloween we did holiday potlucks
615
00:43:00.110 --> 00:43:04.889
we did a limbo competition um we we did some
616
00:43:05.449 --> 00:43:09.190
uh fun arts and crafts projects you know cross-functionally as
617
00:43:09.250 --> 00:43:12.650
teams anything that we could think of to get people
618
00:43:12.690 --> 00:43:16.369
to come together to laugh to to play There's just
619
00:43:16.429 --> 00:43:21.780
something magical about when you get adults feeling safe, they're
620
00:43:21.820 --> 00:43:28.099
willing to be a little bit humbled, self-effacing. People see
621
00:43:28.179 --> 00:43:31.059
others as real people, especially the leadership team.
622
00:43:31.820 --> 00:43:32.929
We led by example.
623
00:43:34.250 --> 00:43:39.090
People really appreciated that kind of commitment. So I hope
624
00:43:39.389 --> 00:43:42.670
that as I wrap this segment up, this episode up,
625
00:43:43.119 --> 00:43:48.599
Go back to some of those earlier episodes on assessment, strategy,
626
00:43:49.199 --> 00:43:54.139
and now this one on roadmap. And they form the
627
00:43:54.179 --> 00:43:58.530
basis of how do you take an idea and turn
628
00:43:58.570 --> 00:44:04.590
it into actual deliverables and delivery of outcomes. And next week,
629
00:44:04.809 --> 00:44:08.409
we're going to be picking up the topic of constraints
630
00:44:09.050 --> 00:44:13.380
and how do we identify bottlenecks and swarm those bottlenecks.
631
00:44:13.780 --> 00:44:16.280
Because even though you have a roadmap and you've got
632
00:44:16.320 --> 00:44:18.880
the working together principles and you've got your business plan
633
00:44:18.900 --> 00:44:22.510
review and your stoplights, there's just a lot going on, right?
634
00:44:22.650 --> 00:44:23.610
A lot of moving parts.
635
00:44:23.710 --> 00:44:28.110
And so how do you, as the leader, think about
636
00:44:28.590 --> 00:44:31.929
where to focus? And The Theory of Constraints, a book written,
637
00:44:33.090 --> 00:44:36.019
Eli Goldratt, who wrote a book called The Goal, is
638
00:44:36.239 --> 00:44:39.760
where we're going to be picking up this process. So
639
00:44:40.380 --> 00:44:43.400
If you like this episode, I invite you to like
640
00:44:43.480 --> 00:44:49.460
it and share it and subscribe. If you feel compelled,
641
00:44:49.679 --> 00:44:52.510
we always appreciate your comments. I read every one of
642
00:44:52.550 --> 00:44:59.510
them and look forward to seeing you next Monday on k4hd. com
643
00:44:58.769 --> 00:45:02.710
or your favorite podcast platform. And on behalf of Rebel Meddler,
644
00:45:02.730 --> 00:45:08.030
our producer, and the entire Talk4Media team, stay healthy, stay safe.
645
00:45:08.469 --> 00:45:11.360
We need you. Now let's go regenerate.
646
00:45:12.469 --> 00:45:15.550
Thank you for listening to Regenerate with Captain Dave on
647
00:45:15.630 --> 00:45:19.469
K4HD Radio. We invite you to give yourself grace and
648
00:45:19.489 --> 00:45:23.179
embrace the messy middle. See you every Monday at 10 a.m.
649
00:45:23.239 --> 00:45:39.559
Pacific time. Until then, you got this. Thank you.