Out of the Crisis.Org

[Louis Altazan]

Dr. W. Edwards Deming’s Fourteen points

In point Six: Institute training, training has a number of applications. Certainly technical training and management training are a part. A business also trains by its example, methods and results, both intentional and unintentional. People learn in many different ways, but most learn from observation. A business may profess quality and value, but will quickly teach their true intention by their results.

Point Seven: Adopt and institute leadership.

I believe leadership involves a great deal more than supervision. For instance, I think leadership must also include setting the example. I feel a leader must always act in the manner he would like those who follow him to act.

If the leader is prompt, always at work ahead of time and always eager to assist, the desired behavior is more clearly defined. If clients are to be respected, the leader must show respect, not only for clients but as importantly to the staff.

In my opinion, a leaders must know the job they are trying to supervise. In the auto repair trade this is often the case, because many managers come up through the ranks. A problem that I had was, feeling my technical expertise was the only way things should be done. Soon I realized that I was stifling my staff. Every decision needed to be cleared through me.

In time I realized this was not leadership at all. If I must clear every decision for the worker at least one of us is incompetent. Leadership involves enabling others do their jobs more effectively, not doing their jobs with them.

An example could be a tech struggling with a diagnostic issue. Looking closer may reveal a need for additional tooling, training or perhaps more control of the jobs accepted. The manager might also discuss these things and get input from the technician.

As manager a person must perform cost analysis and where practical allocate funds to solutions. Statistical methods might be used to determine the best course to follow. Problems are resolved, the tech is helped but the manager has not done the technician’s job. Instead the manager has done their job.

I think leaders must have concern for the comfort, welfare and safety of their people. Techs working in 98'F heat and 90% humidity should not need to complain to a leader. A true leader will see the situation and do what is in their power to remedy it.

My thought is a workers wages should be the handled the same way. A leader, to me considers the most the company can afford with regard to wages, not the least people will accept. As the company becomes more profitable, wages increase with no need to ask. A leader may always seek to pay top wages. They do so because it is in the best interest of the company to do so.

Leaders do not expect people to work through lunch nor stay late and work when they are exhausted. Nourishment and rest are basic human needs, and the leader always looks out for such needs.

While a leader monitors performance levels, the figures are not used to rank or rate people. A leader has a knowledge of variation and knows some people will always be able to produce more than others. There are no favorites, superstars or special privileges. The aim is to help each person be the best they can be. The leader does this by making their job more enjoyable and providing tools, training and the environment necessary.

Artificial internal competition among staff is not tolerated, rather cooperation for constant improvement is encouraged. In my opinion, the leader assist each person to bring their strength to the team and to share their knowledge. In such a system people are respected for their contributions rather than compared and ranked.

A clear sign of good leadership is high morale and motivation. The leader does not create either, rather they work to eliminate things that prevent both. Leaders attempt to hire the best people and treat them with absolute fairness and honesty. They work to remove things that rob workers of the satisfaction they deserve from a job well done. My experience has been when this is properly accomplished, morale will be high and the motivation I believe people already have will come through.

Perhaps most importantly to me, a leader has vision and the ability to share it. This is greatly aided by point 2, adopting the new philosophy and point 1, constancy of purpose. I believe a leader must spend time talking with his staff and the message must be clear and consistent. People are told and shown how their jobs fit into the long-term plans of the business. Great effort is spent so that everyone knows the aim of the business and how they may contribute.

For me, outward signs of leadership are low/no turnover in staff. People using the words we and us when referring to the company. A lack of tension and a fun atmosphere at work. Staff members interacting on a personal level; going to lunch together, helping each other with projects at home. People coming in early and staying a few minutes after work to talk. Finally, as the company succeeds and meets its aim, there is the feeling that WE accomplished this.

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Louis Altazan
Owner/Manager AGCO Automotive Corporation
Baton Rouge, LA