In a previous post a client asked me about expectations for a new operations Lead. My response was a Lead has three primary jobs: Meet the schedule; Set the standard; and Support order flow improvements through the entire system.
The client then asked what I’ve seen to be the key factors when someone fails in the transition from “best at their job” to Lead. I knew they’d experienced at least two situations that led to this question:
In the first, a newly promoted Lead began each shift as if nothing had changed, working their old job until an interruption or crisis could no longer be ignored. This was often followed by cascading interruptions until the end of the shift. They then stayed late, or worked weekends, trying to catch up on their own work. This cycle was on repeat and the frustration and exhaustion finally took the predictable human toll.
In the other, the new Lead bought nice pants, was seldom seen on the floor, and established “office hours.” They spent most of the day “reviewing” released jobs or chatting with anyone available. Morale in their area soon crashed, as did throughput. Management ultimately tried to remedy the situation by moving the Lead into a Quality role, but the damage had been done and the Lead soon left.
Knowing this, I shared three observations on what I’d seen to not work and my “do this instead” thoughts:
Daily “rituals” are not maintained
My first suggestion for new Leads is to adopt a daily cadence of check-ins to support their three primary jobs. These are brief face-to-face meetings, possibly with a production schedule or kanban board for show and tell. The focus is on what’s left to do on orders, not what’s been done.
A Lead might begin their shift with a brief stand-up with their team, another with up and downstream Leads, and then a quick check-in with their manager. They also make regular walk-arounds during the shift to track work left, issues, deliver spot training, and maintain lines of communication. And to be visible.
In between these check-ins the Leads work on orders, but with an eye toward improving the order flow of the team. Near the end of shift the Lead will find people to thank for something noteworthy they’d done, have a quick check-in with up and downstream Leads, and if they’re running multiple shifts do a hand-off to the next shift’s Lead.
And they do all of this again the next shift. And the next.
Accountability is weak
Management should challenge and coach around poor results sooner, and not at the end of the Lead’s first or second quarter in the job. This isn’t meant to be harsh, just a reflection of the expectations of the role. Maintain a regular process of goal setting, feedback, and reflection. There’s an old comfort zone that needs to be expanded!
Management should also push back if members of a Lead’s team attempt to bypass the Lead for answers, either faster ones or ones they like better. A Lead must be able to own all aspects of their team’s performance.
There’s no role model or too little training
"Lead” is short for Leader and leadership skills benefit from mentoring and coaching. Getting work done through others, instead of just working faster or longer yourself, requires a new way of thinking and an expanded set of skills. Designate a mentor for each new Lead. Encourage Leads to choose training they think will benefit themselves the most. Have a Lead Development Track.
Something I wish I saw more often are peer events or discussions with other Leads to understand best practices, test ideas, build relationships, and problem solve at a different level. We often miss facilitating development at this tier of leadership and “sink or swim” can be disruptive and expensive.
That’s my semi-Pareto analysis on Lead failure and success. I’m looking forward to this client’s next questions and also to your feedback.