The Leader’s Handbook | Peter R. Scholtes

Summary of: The Leader’s Handbook: Making Things Happen, Getting Things Done
By: Peter R. Scholtes

Introduction

Delve into the world of effective leadership with ‘The Leader’s Handbook: Making Things Happen, Getting Things Done’ by Peter R. Scholtes. This enlightening book draws from W. Edwards Deming’s impact on Japanese manufacturing after World War II and highlights the importance of Total Quality Control (TQC). Explore the six business secrets born from his teachings, aimed at improving quality and efficiency on a global scale. Learn about key leadership competencies like systems mentality, knowledge about people, understanding variability, PDSA-orientation, and developing profound knowledge. This summary will equip you with the tools to foster a growth-oriented, gemba-driven mindset within your organization.

Deming’s Total Quality Control

General Douglas MacArthur invited W. Edwards Deming to post-WWII Japan for teaching American management techniques to Japanese manufacturers. Deming’s approach advocated for recognizing everything in the production process in terms of a large system. The Japanese efficiently implemented Deming’s ideas, leading to the birth of Total Quality Control, which emphasized quality standards, customer importance, good management, cost optimization, and monitoring quality at every production stage. American companies journeyed to Japan in the 1980s to learn these secrets and how everyone, including suppliers and customers, can benefit from the enterprise’s commitment to quality and trust.

Essential Skills for Good Management

A good leader is essential for enhancing business performance. Fads such as empowering people, setting up teams, and motivational speeches may work temporarily. However, efficient systems are crucial for long-term success. Leaders should possess the following primary competencies:
Firstly, they should have a systems mentality. Managers should reorient their thinking from individuals to systems to enhance performance. They should strive to learn more about the employees and exhibit trust instead of paternalism.
Secondly, understanding variability is crucial. Managers should be able to distinguish between “common cause variations” beyond their control and special causes that require rapid action. Reliable data helps in identifying the type of variations.
Thirdly, the PDSA-orientation method encourages managers to learn from their experiences during monitoring and evaluation, and adapt their lessons to improve performance. Thus, managers’ essential role is to be an experimenter, not merely giving orders to their team.
Lastly, leaders should possess the “profound knowledge” of systems, learning, variability, and human behavior, which provides them with the ability to navigate new challenges and lead the team effectively.

Be a Systems Person

Managers should function as systems people by understanding interdependencies, interactions, and interplay on a broader scale. The book suggests the SIPOC model – suppliers, input, processes, output, customers – as a useful tool for incorporating subsystems and creating business systems. The suppliers provide input that enables processes to create output and serve the customers. As a manager, adopting a systems view will increase efficiency, identify inefficiencies, and bring value to the organization.

Achieving Gemba

Gemba refers to achieving the flow of resources and work, creating a synchronized rhythm that leads to success in various fields, including business processes. Managers should strive to create Gemba at every step, focusing on reducing anxiety and boredom amongst direct reports, making work challenging, and keeping purpose in mind. By monitoring input and output, standardizing best practices, and eliminating waste, leaders can create Gemba. Flowcharts such as the PERT chart, the opportunity flowchart, and the deployment flowchart can provide an overview of Gemba and help track progress. In essence, Gemba is more than personal accountability for results and encourages a collective effort towards success.

Purposeful Leadership

Successful businesses begin with a clear purpose, so it’s essential to know what your company is, where it’s headed, and its values. “Systems thinking” can help avoid oversimplified solutions to complex problems. Instead of focusing on downsizing, leaders should prioritize identifying long-term goals and short-term priorities. Great management begins with self-knowledge, which should be shared throughout the company.

Achieving Breakthrough Improvement

In his book, management expert Peter Drucker highlighted the importance of effectiveness and efficiency in achieving organizational success. To attain breakthrough improvement, organizations should take a step back to see the big picture, analyze their capabilities, define their ideal future, create a plan, execute it, become evaluators and researchers, and integrate their findings for improvement. Additionally, it is essential to focus on influential people who are supportive or neutral about change, rather than wasting time on those who are resistant. By following these seven steps, organizations can achieve significant and sustainable improvement.

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