Doing and thinking are the basic building blocks of all human activity. The correct balance of these two activities helps us achieve our goals.

An Leadership example in Japan using the TQL method (Total Quality Leadership) shows the separation between the tinkers and the makers. This stategy demonstrate that it’s possible to be faster without compromising on quality. The Japanese focus on the collaboration on both sides and results on a better innovation in the industry by the 1980s. At this time, we see leaders to push cycling together through doing and thinking.

I think it’s important to give the pause a name, such as “time out” or “hands off”. For example, at Toyota, technical workers can pull the “Andon cord” when they experience an issue. Then, the supervisor responds immediately. Together, they try to fix it and if needed, to halt the line.

One reason why it’s difficult to call a pause is because it’s called to identify a problem - & some people don’t like to hear about problem.

Focus on collaboration

I think collaboration breaks down barriers. When a leader is failing, he usually take the decision-making power from their teams. Even more now, we need collaboration:

1. Vote first, then discuss - It’s always possible and not complicated to vote by a secret ballot or by hands. The questions may be the same as a survey instead of asking questions with yes or no answers. It can be a scale.
2. Push the curiosity - Invite people to speak. Avoid leading, aggressive or self-affirming questions. Ask “how” instead of “why”.
3. —
4. Give information - People don’t like instructions such as “Stay here” or “Be back by 9”.

Ask for commitment

Collaboration opens the door to commitment. To the opposite, compliance means people don’t think by themself, they only obeying, don’t take the responsability of their work. By commitment, you push new values to the group:

1. It’s possible to have unexpected new results which can redefine the main goal.
2. Get instant tests to know if something is working correctly.
3. Set goals within the process. it’s possible to identify and acknowledge achievement.

Self-determination

Workers need self-determination on their work, but also a connection to their colleagues and a control of their environment. The important thing is to bring people together.

1. Keep in mind to keep forward. Use past errors to increase your resilience.
2. Look around, not just on yourself. Get a look on the market needs, on competitors, and much more on customers.
3. Work on the process. It’s usually not the problem of the person itself, but a process problem.
4. Doing mistake. By doing mistakes, you’re on the way to find solutions.

Feel connected

When people feel connected, they’re gonna take more risk and they’re growing in a trust atmosphere. A company needs decision makers. Reducing the separation with the teams, in fact reduce the authority and increase strict goals.