Laser Provision: I don't know of a leader who is not concerned with improving performance. That is, after all, an essential part of a leader's job description. No leader aims to keep things the same, let alone to make things worse. Leaders are change agents with a single-minded focus on making things better. But how do we actually do that? Although, as you will read, I have some objections to traditional problem-based learning, focused, as it is, on determining and fixing the causes of whatever is impairing performance, I nevertheless appreciate the emphasis on continuous improvement and I especially appreciate the orientation of the Japanese TQM process known as "kaizen." Never heard of it? Read on to learn more!
Coaching Inquiries: How would you describe your approach to leadership and life? Is quality job one for you? What would help you to make continuous improvement one of your core values? What would help you to express that value more fully? How could "good change" – "kaizen" – take shape today? What are three things you might do that would make things better for yourself, your family, and your organization?
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