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    02 Jeff Dudley Conference Keynote

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    fredy
    The document discusses creating a culture of reliability by being proactive in minimizing the impact of unplanned events. Currently, organizations spend little time on proactivity and reliability, wasting money, disappointing customers, and constantly dealing with unplanned issues. To change this, leaders must learn from their experiences and teach others in order to build a culture where proactivity and reliability are priorities, unplanned events have minimal impact, and reactive behaviors are reduced. Leaders need to set the example by saying they will take action and following through, so that over time the majority of employees adopt behaviors focused on proactivity and reliability.

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    02 Jeff Dudley Conference Keynote

    Uploaded by

    fredy
    23 views38 pages
    The document discusses creating a culture of reliability by being proactive in minimizing the impact of unplanned events. Currently, organizations spend little time on proactivity and reliability, wasting money, disappointing customers, and constantly dealing with unplanned issues. To change this, leaders must learn from their experiences and teach others in order to build a culture where proactivity and reliability are priorities, unplanned events have minimal impact, and reactive behaviors are reduced. Leaders need to set the example by saying they will take action and following through, so that over time the majority of employees adopt behaviors focused on proactivity and reliability.

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    02 Jeff Dudley Conference Keynote

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    The document discusses creating a culture of reliability by being proactive in minimizing the impact of unplanned events. Currently, organizations spend little time on proactivity and reliability, wasting money, disappointing customers, and constantly dealing with unplanned issues. To change this, leaders must learn from their experiences and teach others in order to build a culture where proactivity and reliability are priorities, unplanned events have minimal impact, and reactive behaviors are reduced. Leaders need to set the example by saying they will take action and following through, so that over time the majority of employees adopt behaviors focused on proactivity and reliability.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    23 views38 pages

    02 Jeff Dudley Conference Keynote

    Uploaded by

    fredy
    The document discusses creating a culture of reliability by being proactive in minimizing the impact of unplanned events. Currently, organizations spend little time on proactivity and reliability, wasting money, disappointing customers, and constantly dealing with unplanned issues. To change this, leaders must learn from their experiences and teach others in order to build a culture where proactivity and reliability are priorities, unplanned events have minimal impact, and reactive behaviors are reduced. Leaders need to set the example by saying they will take action and following through, so that over time the majority of employees adopt behaviors focused on proactivity and reliability.

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    You are on page 1of 38

    Are You Reliable Enough?

    Creating a Leader Reliability Culture

    XIV International Maintenance Conference ACIEM


    2013
    If you define Reliability as
    Constantly and Consistently
    Meeting your commitments…
    you might answer
    NO
    Every day you have a choice
    Reactive or Proactive….. choose
    and its hard work.

    The more proactive we want to become,


    the more we have to fight against our
    own reactivity.
    The most compelling reason to be
    proactive is to
    MINIMIZE the IMPACT of
    UNPLANNED EVENTS
    so
    Today’s Situation
     Very little time spent creating a culture that
    minimizes the impact of unplanned events
     As a result
     They waste 10% of there revenue annually
     They disappoint customers
     They have disengaged employees
     They constantly deal with new and repeated unplanned
    events.
    How Did We Get Here?
     Organizations aren’t UNRELIABLE but…., They
    aren’t nearly as RELIABLE as they could be
     Why?
     Unplanned events are normal
     Only a small portion of the organization is
    passionate about minimizing UPE
     Reactive behavior is rewarded
     Very little teaching
    Available Options
     We could be satisfied with where we are

    Or

     We could change the culture


    So where do we start?
    “Leadership is the art of
    accomplishing
    more than the science of
    management
    says is possible.”
    Colin Powell
    " Nothing repels talent like a high control, low trust workplace."
    Stephen Covey
    Desired
    Culture
    Desired
    Culture
    Desired
    Culture
    Agreement with Alignment

    Desired
    Culture
    Desired
    Culture

    Corporate Personal
    Someone needs I need to do
    to do something something
    Desired
    Culture

    If you are AND


    Trying to YOU’
    Minimize the ARE
    PROACTIVE
    Impact of
    Unplanned
    Events
    As people begin to minimize unplanned events

    The behaviors they will begin to perform:


    •They will not over-simplify
    •They will be pre-occupied with what MANAGING THE
    UNEXPECTED
    could go wrong
    Eme.
    They will have an eye for small change Sileind Perfmro ifn
    age of eijdmno
    •They will learn from their history and KARL E WEICK AND
    KATHLEEN SUTCLIFFE

    teach what they learn


    •They will get experts involved
    Desired
    Culture

    If you are a leader


    you are obligated to
    Learn and to Teach
    Don’t be frightened by the word

    Just share what you


    know with others
    Desired
    Culture

    If you are a leader In order to Teach


    you are obligated to you must
    Learn and to Teach understand
    •Learn for yourself •Apply what you know
    •Taught by others •Learn from your application
    •Analyze Success/Failures

    Unless you understand you can not lead


    Desired
    Culture
    So Leaders

     Say “I need to do something” and do it


     Learn from what they do
     Teach what they Learn
    Patience with the system but not
    the unplanned events
    Culture change is fragile

    Desired
    Culture
    Decide you want to create
    a new culture

    You will get academic


    understanding

    You will get some


    early adopters

    You will begin to


    hear the language
    Disruption/want
    Patience and
    faster
    Resilience
    results/pressure or
    Majority begin to behave
    to minimize UPE

    Late responders adapt or


    leave
    So we need to Change our Behaviors
    Corporate Accountability must become
    Personal Accountability

    Reactive Behavior must become


    Proactive Behavior

    We must teach
    Someone’s priority

    Priority
    Priority 1
    5 I agree
    someone
    Priority needs to
    10 Priority do something
    4
    Your care filter
    Reason
    I need to do something
    Priority
    7
    Priority
    Priority
    3 3 Priority Priority
    9 3
    A Leader—
    “A leader is one who manifests
    direction, integrity, hardiness and
    courage in a consistent pattern of
    behavior that inspires trust,
    motivation and responsibility on
    the part of followers who in turn
    become leaders themselves.”
    Warren Bennis

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