Clarity First: Overview (1 of 5 webinars)

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A lack of clarity costs companies, educational institutions, government agencies, and nonprofits billions of dollars a year. Beyond the red ink, this lack of clarity also inserts unnecessary risk, creates demotivating workplaces, and causes customers to question whether the organization can deliver value. These are the slides for the first of 5 webinars based on the content in Karen’s latest book, Clarity First. In this webinar, Karen shares what clarity is and why people and organizations need it. She also shows how pursuing clarity is at the core of Lean management systems, and is both the greatest reason for resistance and the most powerful way to unleash the potential of people and organizations alike. To purchase Clarity First, visit www.clarityfirstbook.com. You may also want to take The Clarity Quiz to learn the degree to which you and your organization operate with clarity: www.clarityfirstquiz.com.

Clarity First Summer Webinar Series
2
www.TKMG.com/webinars

3
Why Clarity?

4
CLARITY
FOCUS
DISCIPLINE
ENGAGEMENT
THE
OUTSTANDING
ORGANIZATION

5
AMBIGUITY

6
Ambiguity Leads to Missteps, Errors, and Rework

Ambiguity is Frustrating
7

8
What is Clarity?

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COHERENCE
PRECISION
ELEGANCE

16
“MELTDOWN”

17
CAN I
PARK HERE?

22
180+
COGNITIVE
BIASES

23John Manoogian - Wikimedia

IUMRINC TO GQNGIUSIQNS
JUMPING TO CONCLUSIONS

Which Clarity Type Are You?
Consistently pursues
CLARITY PURSUER
Type 1: Intentional deceit
CLARITY AVOIDER
Type 1: Unaware
CLARITY BLIND

Consistently pursues
clarity as an information
provider and recipient
CLARITY PURSUER
Type 1: Intentional deceit
Type 2: Strategic ambiguity
Type 3: Willful ignorance
CLARITY AVOIDER
Type 1: Unaware
Type 2: Aware; cannot perceive
CLARITY BLIND

29
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
PURSING ORGANIZATIONAL CLARITY:
THE FIVE P’S
www.clarityfirstbook.com

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PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

31
WHY DO YOU DO WHAT YOU DO
31

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From Clarity First,
Karen Martin, 2018

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PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

34
DEFINE
TRUE
NORTH

35
35
• A clear, focused,
disciplined, and deeply
engaging approach to
• achieving measurable
business goals that
• enable the organization
to realize its strategy and
• stay true to its purpose.
Strategy Deployment: Defined

36
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

37
Understand Value Stream Performance

Percent Complete & Accurate (%C&A)
1 2 3
80% 95%50%
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Rework = Correct, Add, or Clarify

Standard Work for ALL Key Processes
39

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CLEAR PROCESSES
 Documented
 Current
 Followed
 Consistently monitored
 Regularly improved

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PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

43
43

44
LEVEL 3 SCORECARD

45
0
2
4
6
8
10
12
14
16
18
20
0
5
10
15
20
25
5:00
5:15
5:30
5:45
6:00
6:15
6:30
6:45
7:00
7:15
7:30
7:45
8:00
8:15
8:30
8:45
9:00
9:15
9:30
9:45
10:00
10:15
10:30
10:45
11:00
11:15
11:30
11:45
12:00
12:15
12:30
12:45
13:00
13:15
13:30
13:45
14:00
14:15
14:30
14:45
15:00
15:15
15:30
15:45
16:00
16:15
16:30
16:45
AverageStaffingLevel
AverageDailyVolume
Customer Arrival Times
Are you staffing to demand?

# REPORTED SAFETY RISKS
OR ?

49
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

51
Clarity and YOU
51

THE
CLARITY
PAUSE

58
www.clarityfirstquiz.com

59
www.clarityfirstbook.com
What could you
accomplish with
greater clarity?

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These are the slides for the webinar https://vimeo.com/507636848 Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant. In this webinar, Karen discusses: • The personal and organizational benefits of operating with clarity • The three ways people approach clarity • How to use Lean Management practices—the 5 P’s—to cultivate clarity With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance! To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more. If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.

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Recorded webinar: http://slidesha.re/1nOR5i5 Subscribe: http://ksmartin.com/subscribe Purchase the book: http://bit.ly/TOObk This webinar features content from Karen's workshop and talk at the Lean Enterprise Institute and Lean Frontiers Coaching Summit, held on July 29 & 30, 2014 in Long Beach, California. Both the workshop and talk focus on learning how to break the "telling" habit as a leader or improvement coach, and how to use the right questions at the right time to develop people more effectively and get better work results.

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Recorded webinar: http://slidesha.re/1kwmhx4 Subscribe: http://ksmartin.com/subscribe For more information, see Chapter 4 of the Shingo Research Award winning The Outstanding Organization: http://bit.ly/TOObk A3 management is a fundamental Lean management practice for making effective improvement, solving problems, developing people, and building a learning organization. While this disciplined approach generates more effective and sustainable results than traditional problem solving, it’s arguably the process of developing skilled coaches that carries the greatest organizational benefits -- including the cultural shifts needed to accelerate transformation. With practice, the organization becomes more responsive, focused, and effective in delivering value to its customers and attracting and retaining talent. In this webinar, you will learn: • The mechanics of using PDSA (plan-do-study-adjust) for solving problems. • The vital role coaching plays in building organization-wide problem solving capabilities. • How to break the “telling” habit that disrespects a worker’s creative potential. • How to systematically build coaching capabilities to accelerate learning.

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Recorded webinar: http://slidesha.re/1jiKoif Subscribe: http://ksmartin.com/subscribe Showing respect for people is something that most people agree with in theory. But many organizations don't show respect the way it’s meant in Lean management. The result? Poor business performance, difficulty attracting and retaining talent, and customer service that leaves much to be desired. In this webinar, you will learn: • Why respect goes far beyond how you interact with someone. • How work systems & processes create disrespect. • How blame and disrespect are inextricably linked. • How robust problem-solving demonstrates respect for people. • How to use improvement to build a highly respectful culture. People work far too many hours and give too much to organizations to not receive respect in return. Watch to learn how.

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Clarity First: Overview (1 of 5 webinars)

1.

2. Clarity First Summer Webinar Series 2 www.TKMG.com/webinars

3. 3 Why Clarity?

4. 4 CLARITY FOCUS DISCIPLINE ENGAGEMENT THE OUTSTANDING ORGANIZATION

6. 6 Ambiguity Leads to Missteps, Errors, and Rework

7. Ambiguity is Frustrating 7

8. 8 What is Clarity?

11. 11 COHERENCE PRECISION ELEGANCE

16. 16 “MELTDOWN”

17. 17 CAN I PARK HERE?

22. 22 180+ COGNITIVE BIASES

23. 23John Manoogian - Wikimedia

24. IUMRINC TO GQNGIUSIQNS JUMPING TO CONCLUSIONS

27. Which Clarity Type Are You? Consistently pursues CLARITY PURSUER Type 1: Intentional deceit CLARITY AVOIDER Type 1: Unaware CLARITY BLIND

28. Consistently pursues clarity as an information provider and recipient CLARITY PURSUER Type 1: Intentional deceit Type 2: Strategic ambiguity Type 3: Willful ignorance CLARITY AVOIDER Type 1: Unaware Type 2: Aware; cannot perceive CLARITY BLIND

29. 29 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING PURSING ORGANIZATIONAL CLARITY: THE FIVE P’S www.clarityfirstbook.com

30. 30 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S

31. 31 WHY DO YOU DO WHAT YOU DO 31

32. 32 32 From Clarity First, Karen Martin, 2018

33. 33 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S

34. 34 DEFINE TRUE NORTH

35. 35 35 • A clear, focused, disciplined, and deeply engaging approach to • achieving measurable business goals that • enable the organization to realize its strategy and • stay true to its purpose. Strategy Deployment: Defined

36. 36 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S

37. 37 Understand Value Stream Performance

38. Percent Complete & Accurate (%C&A) 1 2 3 80% 95%50% 38 Rework = Correct, Add, or Clarify

39. Standard Work for ALL Key Processes 39

41. 41 CLEAR PROCESSES  Documented  Current  Followed  Consistently monitored  Regularly improved

42. 42 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S

44. 44 LEVEL 3 SCORECARD

45. 45 0 2 4 6 8 10 12 14 16 18 20 0 5 10 15 20 25 5:00 5:15 5:30 5:45 6:00 6:15 6:30 6:45 7:00 7:15 7:30 7:45 8:00 8:15 8:30 8:45 9:00 9:15 9:30 9:45 10:00 10:15 10:30 10:45 11:00 11:15 11:30 11:45 12:00 12:15 12:30 12:45 13:00 13:15 13:30 13:45 14:00 14:15 14:30 14:45 15:00 15:15 15:30 15:45 16:00 16:15 16:30 16:45 AverageStaffingLevel AverageDailyVolume Customer Arrival Times Are you staffing to demand?

46. # REPORTED SAFETY RISKS OR ?

49. 49 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S

51. 51 Clarity and YOU 51

52. THE CLARITY PAUSE

58. 58 www.clarityfirstquiz.com

59. 59 www.clarityfirstbook.com What could you accomplish with greater clarity?