Understanding and Implementing

Leadership Standard Work

Session M23 – Dale Schattenkirk

About Me

Dale Schattenkirk
Director Advisory Services
KPMG Canada

IPAC-SK Lieutenant Governor's

Gold Medal Award
Learning Objectives:

• How to tie organizational vision to staff

easily

• How to structure leadership standard work

• How to build accountability into leadership

standard work
Stuck on an Escalator
Mission
Vision
Values
Strategic Plans
Hoshin
Quality Boards
Cascading Metrics
5

ON and ON and ON
 Understanding the

Paradox of Choice
Leader Defined (www.vtaide.com)

A leader is "a person who influences a group

of people towards the achievement of a
goal".
Standard Work Defined (moresteam.com)

It refers to the systematic determination

and documentation of work element
sequence and process for each task.

The objective is to clearly communicate

to the person exactly how the job should be
performed.
The $90 solution
System Overview
What is a leaders output?

Communication
Simplified Communication
EXECUTIVE LEADERSHIP TEAM SITE VISIT STANDARD WORK • Objectives
•
OBJECTIVE
To tie the strategic level to the operational level of the organization
BEFORE


Review the project A3 report(s)
Communicate any alterations to the visit pyramid
o Intentions of the visit
Before Visit
•
 To talk to staff about the project(s)

On Site
 To talk to the customer
 To participate in a QB Huddle
ON SITE
People First:
 Engage the leader, Sponsor and the YB, GB or BB in casual conversation
 Tour the area and engage staff in casual conversation, ask general questions about the project(s)

Talk to customers (if possible)

 Introduce yourself and who you are – let them know why you are there
 Engage in casual conversation
 Ask if it’s ok if you ask them a few questions (select 2-3 questions)
 What have we done well?
• After
 What have we done not so well?
 What should we continue to do?
 What should we stop doing?

Conduct or Participate in a Quality Board Huddle (see Quality Board Standard 4.0)
 If the leader of that area is unfamiliar with how to conduct a QB huddle teach the leader and the staff how to do a QB
Huddle (Note, this is temporary)
 If the leader is familiar with how to conduct a QB huddle then ask the team to walk you through their QB Huddle Handout received when you came in the door.
Communicate
 Provide positive feedback and encouragement to the staff and leader of the area and thank them for their hard work
 Provide recognition to the YB GB or BB who is leading the project and thank them for taking on that role and discuss
the importance of that role in the organization
 Ask the group if they know what the organizations priorities are and discuss how their projects fit into the priorities

Develop Action Plan

 Develop an Action Plan for the items either missing on the Quality Board or for those that need work

Wrap up the visit with the leader, the project sponsor and the YB, GB or BB
 Ask the group what questions they have for you
 Reiterate the direction of the organization and the importance of QB Huddles

Sign the visit pyramid:

 Record your visit to the area by initialling the visit pyramid
AFTER
Reflect on the visit:
 What was going well?
 What needs support / direction?
 What would the team think was important to me?
Visit Pyramid
What is a visit pyramid?
A visit pyramid is a schedule of visits to a site that leadership will be making
on a continuous basis. This includes all levels of leadership from the CEO,
Executive Director, Directors and Chief Administrative Officers, to managers
and supervisors. The frequency of visits changes for each level of
leadership.
 Design & Logic

***All levels of leadership should be making one visit each

week***
Visit Pyramid Function
Visit Pyramid System Tool

Pursuing Quality & Excellence Quality Board

Your Unit Quality Improvement Health PEI
 During a visit…..

• Standard work for Leaders

• Prep work prior to visit
• Engage with staff and
customers
• Participate in a quality board
huddle
• Provide positive feedback and
ask what you can do to
support work
• Develop an action plan as
required
Reflection

Reflect on the visit:

– What was going well?
– What needs support / direction?
– What would the team think was important to
me?
Tools – The Four Conversations

Initiative Conversations: Effective Initiative

Conversations propose a future or new idea
in which you will tell people what you want to
accomplish, when you want to accomplish it,
and why it matters.
Tools – The Four Conversations

Understanding Conversations: These will

be 2‐way exchanges with explanations,
questions, and discussion about how things
could be done, who should be involved and
in what ways, and where resources could
come from.
Tools – The Four Conversations

Performance Conversations: Performance

Conversations are specifically designed
requests and promises that create
agreements and commit people to taking
action; they provide the foundation for
building accountability.
Tools– The Four Conversations

Closure Conversations: These are the

conversations that complete the past by
closing out something that has already
happened (or should have) but
acknowledging fact, appreciating people,
apologizing for mistakes, and amending
broken agreements; they build credibility,
accountability, and good relationships.
Tools– Leadership Framework
Own
organizational
Live Leadership change
standard work Show up/Be
management present
everyday

Listen to
opposition-
understand their Listen
point of view-then
move forward

Articulate the
Give the 20% 15
vision of a better
minutes of your
day at every
time
opportunity

Support and
Have the difficult
celebrate the
conversations
80%

Engage as many
Own the system
people as
metric
possible

Align with the Empower

Mission, Vision, appropriately
Values and (identify
Strategic Plan parameters)
Summary
• Have a plan
• Create a way to have leadership directly
support staff consistently (expected
standard)
• Create a shared consistent standard
message for all leaders
• Set standards for leaders
• Measure against those standards
• Have a consistent tool box for leaders
to use
Dale
Schattenkirk
Director, Advisory Services
KPMG
Lean Six Sigma Master Black Belt

dschattenkirk@kpmg.ca
@schattenkirkd
LinkedIn