Sep 3, 2013 | Posted by Matt Elson
For our final post in this series, TPS: The Leaders View, we focus on the most important central aspect of TPS: people development. It is central for a reason, as this is a crucial role for leadership (some argue it is the ONLY role for leadership). People development takes on various forms: one-on-one coaching, guidance on projects, leading by example, etc. If you saw our previous series on Leadership Standardized Work, it also forms the backbone of a leaders “Afternoon” work.
Unfortunately, some organizations and managers give people development delusory support. I can’t tell you how many people have described their training & development experiences as “poor” or even non-existent; this goes for skills & job training and professional development. Why does this happen? Some managers view the time required to properly develop team members as a very high cost; our perspective is that you will be guaranteed to pay more in the long run with problems, lack of motivation and turn over if you don’t do this well. Other managers view this as something that inevitably ends up at the bottom of the very long “To Do” list; eventually you just run out of time.
By making this a central aspect of TPS (and leader standardized work), an organization ensures that it is given it’s proper focus and attention.