In a nutshell, lean operational culture is concerned with maximising the production of value while minimising waste, thereby creating more for less for the customer. What is special about this way of thinking is the fact that the purpose is not to achieve productivity improvements by making people work faster, but rather to find ways and means to work smarter and to waste less time and effort. The essence of lean is in operational culture, in which the workload, the effectiveness of processes and inefficiencies are discussed openly, and developed incessantly.
Ethical and energetic leadership development stems from the everyday experience of leaders and managers; from successes to less glamorous commonplace situations, which the leaders wish to share and where they seek new solutions. Solutions based on the organisation’s values streamline the organisation. These can be identified through the means of moral imagination.
A new team needs to ‘get into gear’ quickly while even old teams sometimes require some freshening up. Every team needs regular debates on the justification for its existence. Discussion on the strategic purpose of work is important, as is the feeling that every member is a valuable part of the whole. Team coaching supports the team (i.e. development, account or project team) and its members to utilise its potential better than before and meet its goals.