Page 13 - REI Corporate Newsletter (Q2_2018)

According to McKinsey and Company research, three fundamental
behavior shifts must occur in order to maintain the momentum from
continuous improvement. First, leaders must stop providing the right
answer and instead begin asking the right questions. Second, leaders
must stop looking for immediate fixes and begin digging for the root
cause. Third, leaders must stop setting general goals for everyone to
Building a work individuals perform.
follow and instead focus on connecting the organization’s goals to the

In support of the behavioral shifts that are occurring we are focused on
helping our leaders develop five key traits:

1. Respect for All People
Our Mission, Purpose, and Core Values remind us of this daily
and guide our actions on our journey. Our mission is Building
Quality, Building Value and Building People™. In order to Build
People, we need to respect them. We include the word “all”
because appreciating diversity - whether gender, ethnic or
Future is to Lead. Inspire. Build. Our core values - We Care, We Patti Stapleton, Administrative Assistant, in front
generational - is a key component of this respect. Our purpose

Listen, We Share, We Innovate and We Excel are all important
components of Respect for All People.
of the LEAN Coffee Board in the Arizona office.
2. Patience
We need to remember to be patient with ourselves and others
as we learn new skills, adjust our behaviors and try new processes. The “Aha” moment will come
By Stephanie Roldan, Corporate Lean Manager more quickly for some - while it may take longer for others - but, with patience, everyone will get there
eventually. If they don’t they will recognize - on their own - that they may not be a cultural fit.

Statistics tell us that 75% of “LEAN journeys” end in failure. 3. Customer Focus
Rosendin is a relationship-based business. We focus on providing value to our customers in everything
Rosendin Electric’s focus is on being part of the 25% that we do. Many owners that we speak with have more projects than they have capital, and we have a duty
succeed, and we recognize that those who do succeed to help them find solutions to this challenge. The hospital, laboratory or solar farm we build today may
be the care, medication or electrical power our family or children need tomorrow.

do so because of their LEAN leadership and not the tools. 4. KIS
So what does LEAN Leadership mean for Rosendin Electric? Keep it Simple. LEAN leadership is not about how many new words you can use, or how many new
tools you can use. If you show Respect for All People and find ways to improve everyday, then you are
well on your way. Without a strong, respectful and trusting culture, the tools only make things worse
because teams do not know how to use the data and information collected in a productive manner. If
this data is used as a weapon to beat people up rather than as an opportunity to improve by digging
It means that our leaders believe in respect for all to host. Project teams are empowered to start into root cause, the tools will do more harm than good.
people and continuous improvement. With this exploring team building that incorporates emotional
as our focus, leaders arise from throughout our intelligence, coaching and mentoring as a way to 5. Get Out of the Trailer or Office
organization. build each other up, grow together, and respect Go see what is going on. There is no value in staring at data and information and hypothesizing about
what is happening. Data and information will only tell you where to look, but you need to get out to
each other. Silos will come down and teams will where the work is happening to really see what is going on. The only way to get to root cause is to
In Arizona, Patti Stapleton, Administrative Assistant, work together collaboratively transforming how we understand the current state, vocalize what the future state should be and find the root cause of why

leads her office in 'LEAN Coffee' and has hosted communicate, behave and treat each other, and we have the gap between the two.
a Community of Practice (CoP) LEAN Coffee as those with whom we do business. These leadership traits are what will drive transformation in our organization and ensure that our LEAN
companies throughout the Arizona CoP volunteer Journey is successful.

12 The Feeder | Issue 2, 2018 Issue 2, 2018 | The Feeder 13