June 2006 Moving to the Next Level
Developing Process Excellence Leaders
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So what is a Process Excellence Leader?

Before we can talk about the skills, traits and characteristics needed for a Process Excellence Leader, we need to define what a Process Excellence Leader is and what a Process Excellence Leader is expected to do. Many organizations implementing Six Sigma and Lean thinking use the term Process Excellence Leader. At Johnson & Johnson, a Process Excellence Leader is a Senior Executive (higher than a Master Black Belts) that not only has technical competency in Six Sigma, Lean Thinking and Design Excellence concepts but also influences business strategy at a high level. At Chemtura, a specialty chemical company, a Process Excellence Leader is the technical person that is running projects, leading Kaizen events and working with teams at the plant level. For the sake of this newsletter, a Process Excellence Leader is a person that has extensive technical competence in the areas of Six Sigma Methodology and Lean Thinking as it applies to both manufacturing and administrative functions.

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Greetings!

Welcome to the first issue of a newsletter designed specifically for Process Excellence Leaders. In this newsletter, we will share leadership tips and techniques for the technical expert. In 2005 at a Master Black Belt symposium, I heard Tom Linebarger, president of Cummins Power Generation Business, say “there’s still some disconnect between business leaders and Master Black Belts.” This newsletter is about minimizing the disconnect! A few weeks ago, I met an ex-Army guy during a Process Excellence Leadership program. During the coaching role play, he whispered to me that he was scared to death of this stuff. He told me that he would rather be in combat than have to share individual feedback with an employee. If you are empathizing with the ex-soldier right now, this newsletter will be a valuable tool!


What does a Process Excellence Leader do?

The Process Excellence Leader is expected to move teams forward, influence others, and improve overall business results by selecting the right tools to use at the right time. In order to do this, a PE leader needs effective and efficient management and leadership skills. According to Marshall Moore, Executive VP at Chemtura, “it’s a lot easier to lead people when they are direct reports.” Often, a Process Excellence Leader has no direct reports but is challenged with moving people towards a common goal. It sounds simple but often the people, especially process owners, have other priorities, like filling customer orders, meeting production goals, or meeting payroll deadlines. An effective Process Excellence Leader also has the courage and knowledge to stop a project if it is not an appropriate project.


Communicating the Message

When we talk about leadership “skills” or “traits”, we assume that the leader is already a fantastic, effective communicator. Communication skills are critical to being an effective leader! When Larry Bossidy, past CEO of AlliedSignal, walked into a room, he had presence. People stopped what they were doing and listened. Some people stopped to listen because he was the CEO, but most people listened because he was fascinating. He was always dressed impeccably, he stood tall, made eye contact with everyone in the audience and spoke with confidence. I never saw him use power point. He didn’t need it. He knew his stuff and the audience knew that he knew, he was able to answer every questions that the audience threw at him. Was Mr. Bossidy born with these powerful communication skills and style or did he develop them? My guess is that he spent years developing his communication skills. The skill development paid off for him as he advanced in his career moving up the ladder at GE and then leading AlliedSignal. Bob Wood, CEO of Chemtura, is an equally impressive communicator with a different style. He is more relaxed and seems more approachable. He seems relaxed and dead serious at the same time. He communicates clear, concise messages with passion. His passion comes from Chemtura’s vision of being the world’s best specialty chemical company.


Communication Tips

Communication is defined as creating understanding. There are two parts to effective communication; sending a message and receiving the message. Sending a message can be accomplished in a variety of ways:

  • Speaking – formal or informal, large group or
  • Writing – memo, email, report, book, etc.
  • Sign language
Receiving the message can also happen in a variety of ways:
  • Active listening which is listening for
  • Reading
  • Watching
A famous communication study was conducted years ago by Albert Mehrabian PhD. Mehrabian established a classic statistic for the effectiveness of spoken communication: • 7% of meaning is in the words that are spoken - what you say. • 38% of meaning is paralinguistic – how you sound. • 55% of meaning is visual language – what you look like. The statistics don’t make sense in all types of communication but they are certainly something to think about. When I show these statistics to Process Excellence leaders, they often gasp in horror! They don’t like or agree with these statistics. They think content should be much higher. Most Process Excellence Leaders along with engineers, accountants and scientists are focused on content when they communicate without thinking about - how do I sound and what do I look like when I speak. Content is critical but so is the way you sound. If a Process Excellence Leader has brilliant content and a monotone voice, no one will pay attention. If a Process Excellence Leader has good content, a pleasant voice, and looks like a kook, the audience might not take him seriously. An effective PE Leader has good content, pleasant sounds and tones and an appropriate appearance.


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