Lee Horton addresses a critical challenge faced by change teams in large organisations: the need to practice what they preach. He emphasises the importance of change teams not only facilitating change for others but also engaging in self-improvement and problem-solving within their own functions. Lee discusses the necessity of creating a supportive environment that encourages the identification and resolution of problems, rather than outsourcing all improvement efforts to change teams. He advocates for empowering individuals at all levels to treat continuous improvement as part of their daily roles, ensuring that change teams are focused on meaningful work that aligns with the organisation's goals. Tune in for insights on how to enable change teams to succeed and make improvement a collective responsibility.

KEY TAKEAWAYS


Practice What You Preach: Change teams often fail to apply the principles of change management to their own processes, which can hinder their effectiveness. It's essential for these teams to embody the change they advocate for.


Empower Problem Solving: Organisations should create an environment that encourages individuals to identify and solve problems proactively, rather than relying solely on change teams to address issues.


Prioritise Meaningful Work: Change teams should focus on strategic problem definitions and prioritise their activities based on organisational goals, rather than just responding to the loudest voices or immediate demands.


Continuous Improvement as a Core Activity: Improvement should be integrated into the daily roles of all employees, encouraging them to take ownership of their processes and suggest enhancements.


Collaborative Approach to Change: Successful change initiatives require collaboration across departments, with change teams facilitating improvements rather than being solely responsible for them. This collective effort is crucial for achieving organisational goals.

BEST MOMENTS

"Change teams hate more than anybody else having to go through and be changed."

"We need to create the right safe environment where problems can be found, opportunities can be found, ideas can be had and shared."

"The change team is not there to just deliver the wish list of a single person."

"If we can get over that, then we can create the right environment to deliver change successfully."

"Do not let your change team fail because of poorly set up and not working on the right stuff."

HOST BIO

You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Lee Horton addresses a critical challenge faced by change teams in large organisations: the need to practice what they preach. He emphasises the importance of change teams not only facilitating change for others but also engaging in self-improvement and problem-solving within their own functions. Lee discusses the necessity of creating a supportive environment that encourages the identification and resolution of problems, rather than outsourcing all improvement efforts to change teams. He advocates for empowering individuals at all levels to treat continuous improvement as part of their daily roles, ensuring that change teams are focused on meaningful work that aligns with the organisation's goals. Tune in for insights on how to enable change teams to succeed and make improvement a collective responsibility.
KEY TAKEAWAYS
<ol>
<li>
Practice What You Preach: Change teams often fail to apply the principles of change management to their own processes, which can hinder their effectiveness. It's essential for these teams to embody the change they advocate for.
</li>
<li>
Empower Problem Solving: Organisations should create an environment that encourages individuals to identify and solve problems proactively, rather than relying solely on change teams to address issues.
</li>
<li>
Prioritise Meaningful Work: Change teams should focus on strategic problem definitions and prioritise their activities based on organisational goals, rather than just responding to the loudest voices or immediate demands.
</li>
<li>
Continuous Improvement as a Core Activity: Improvement should be integrated into the daily roles of all employees, encouraging them to take ownership of their processes and suggest enhancements.
</li>
<li>
Collaborative Approach to Change: Successful change initiatives require collaboration across departments, with change teams facilitating improvements rather than being solely responsible for them. This collective effort is crucial for achieving organisational goals.
</li>
</ol>
BEST MOMENTS
"Change teams hate more than anybody else having to go through and be changed."
"We need to create the right safe environment where problems can be found, opportunities can be found, ideas can be had and shared."
"The change team is not there to just deliver the wish list of a single person."
"If we can get over that, then we can create the right environment to deliver change successfully."
"Do not let your change team fail because of poorly set up and not working on the right stuff."
HOST BIO
You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is &ldquo;THE Business Problem Solver&rdquo;, a Management Consultant, CX Specialist and Keynote Speaker.

Stop letting your change team FAIL

Lee explores the dual roles of change teams within businesses likening them to doctors and fitness instructors. He emphasises the importance of aligning change initiatives with long-term strategic goals rather than focusing solely on short-term fixes. Lee discusses the critical need for change teams to enhance their image and exposure by demonstrating their contributions to organisational success. He advocates for breaking down silos between functions and fostering collaboration towards a common destination, ultimately enabling teams to work more effectively together. Listeners are encouraged to reflect on their own change processes and consider how to better align daily activities with overarching objectives for sustained improvement.

KEY TAKEAWAYS


Change Teams' Focus: Change teams can be likened to either doctors, who address specific pain points and problems, or fitness instructors, who focus on building capability and skills within the organisation. Understanding this distinction is crucial for effective change management.


Long-term vs. Short-term Thinking: Organisations often prioritise short-term gains over long-term success, which can lead to the undervaluation of change teams. A strategic approach should focus on aligning activities with long-term goals rather than just immediate fixes.


Importance of Image and Exposure: Career success is influenced by performance (10%), image (30%), and exposure (60%). Change teams need to effectively communicate their value and contributions to enhance their image and increase their visibility within the organisation.


Alignment with Strategic Intent: For change teams to be effective, their activities must align with the organisation's strategic goals. This requires clear communication and understanding of how daily contributions support the overall destination the organisation is trying to achieve.


Collaboration Over Competition: Breaking down silos between different functions (e.g., finance, sales, operations, HR) is essential for achieving collective success. By connecting on a shared purpose and destination, teams can work together more effectively and maximise the value of their contributions.

BEST MOMENTS


"Change teams often chase short-term victories over long-term success because everybody's trying to justify the job that they're doing." 


"We need to connect together on a destination and achieve success together. Don't compete, connect."


"If you can demonstrate to people that your change teams are supportive of your destination, it will enable them to increase their positive image." 


"We need to gain real alignment and connection to people, daily contribution to the strategic intent." 


"Nobody comes to work to do a bad job, but we just don't help them do a good job." 

HOST BIO

You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Lee explores the dual roles of change teams within businesses likening them to doctors and fitness instructors. He emphasises the importance of aligning change initiatives with long-term strategic goals rather than focusing solely on short-term fixes. Lee discusses the critical need for change teams to enhance their image and exposure by demonstrating their contributions to organisational success. He advocates for breaking down silos between functions and fostering collaboration towards a common destination, ultimately enabling teams to work more effectively together. Listeners are encouraged to reflect on their own change processes and consider how to better align daily activities with overarching objectives for sustained improvement.
KEY TAKEAWAYS
<ol>
<li>
Change Teams' Focus: Change teams can be likened to either doctors, who address specific pain points and problems, or fitness instructors, who focus on building capability and skills within the organisation. Understanding this distinction is crucial for effective change management.
</li>
<li>
Long-term vs. Short-term Thinking: Organisations often prioritise short-term gains over long-term success, which can lead to the undervaluation of change teams. A strategic approach should focus on aligning activities with long-term goals rather than just immediate fixes.
</li>
<li>
Importance of Image and Exposure: Career success is influenced by performance (10%), image (30%), and exposure (60%). Change teams need to effectively communicate their value and contributions to enhance their image and increase their visibility within the organisation.
</li>
<li>
Alignment with Strategic Intent: For change teams to be effective, their activities must align with the organisation's strategic goals. This requires clear communication and understanding of how daily contributions support the overall destination the organisation is trying to achieve.
</li>
<li>
Collaboration Over Competition: Breaking down silos between different functions (e.g., finance, sales, operations, HR) is essential for achieving collective success. By connecting on a shared purpose and destination, teams can work together more effectively and maximise the value of their contributions.
</li>
</ol>
BEST MOMENTS
<ul>
<li>
"Change teams often chase short-term victories over long-term success because everybody's trying to justify the job that they're doing." 
</li>
<li>
"We need to connect together on a destination and achieve success together. Don't compete, connect."
</li>
<li>
"If you can demonstrate to people that your change teams are supportive of your destination, it will enable them to increase their positive image." 
</li>
<li>
"We need to gain real alignment and connection to people, daily contribution to the strategic intent." 
</li>
<li>
"Nobody comes to work to do a bad job, but we just don't help them do a good job." 
</li>
</ul>
HOST BIO
You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

The importance of strategic allignment and the 2 types of change teams

Join Lee as he talks about the critical concepts of psychological safety and safe spaces within organisations. Drawing from his recent experiences delivering training to diverse groups from various cultures, Lee emphasises the importance of creating environments where individuals feel secure to share their thoughts and ideas. He highlights key takeaways from his sessions, such as the value of silent brainstorming to ensure equal participation and the significance of asking follow-up questions to demonstrate genuine interest in others. Lee advocates for connecting on a human level and fostering an atmosphere where everyone feels empowered to contribute, ultimately leading to more effective teamwork and innovation.

KEY TAKEAWAYS


Importance of Psychological Safety: Creating an environment where individuals feel psychologically safe is crucial for encouraging open communication and sharing of ideas. This involves both internal and external factors that contribute to a person's comfort in expressing themselves.


Silent Brainstorming: Implementing silent brainstorming sessions allows everyone to have an equal opportunity to share their thoughts without being overshadowed by dominant voices. This method fosters inclusivity and ensures that all perspectives are considered.


Asking the Second Question: Engaging in deeper conversations by asking follow-up questions demonstrates genuine interest and care. This practice not only strengthens relationships but also encourages individuals to elaborate on their thoughts and feelings.


Human Connection: Fostering connections on a human level is essential. Using relatable icebreakers, such as asking about what someone had for dinner, can help individuals feel more comfortable and open up in group settings.


Adaptability in Communication: Recognising that people have different communication styles is vital. Adapting your approach based on the individuals present can enhance the effectiveness of interactions and ensure that everyone feels valued and heard.

BEST MOMENTS

"Many organizations aspire to create environments that encourage psychological safety for their individuals, but also creating safe spaces." 

"Silent brainstorming allowed the individuals the same space, the same time, the same opportunity to share their thinking." 

"We need to take this into personal conversations as well as business or coaching conversations because it demonstrates that we care." 

"Psychological safety, providing safe spaces is key to connecting with people but it comes down to how we go about doing it." 

"If you want people to share their thoughts, you need them to feel safe, but you also need to create the space for them to do it." 

HOST BIO

You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Join Lee as he talks about the critical concepts of psychological safety and safe spaces within organisations. Drawing from his recent experiences delivering training to diverse groups from various cultures, Lee emphasises the importance of creating environments where individuals feel secure to share their thoughts and ideas. He highlights key takeaways from his sessions, such as the value of silent brainstorming to ensure equal participation and the significance of asking follow-up questions to demonstrate genuine interest in others. Lee advocates for connecting on a human level and fostering an atmosphere where everyone feels empowered to contribute, ultimately leading to more effective teamwork and innovation.
KEY TAKEAWAYS
<ol>
<li>
Importance of Psychological Safety: Creating an environment where individuals feel psychologically safe is crucial for encouraging open communication and sharing of ideas. This involves both internal and external factors that contribute to a person's comfort in expressing themselves.
</li>
<li>
Silent Brainstorming: Implementing silent brainstorming sessions allows everyone to have an equal opportunity to share their thoughts without being overshadowed by dominant voices. This method fosters inclusivity and ensures that all perspectives are considered.
</li>
<li>
Asking the Second Question: Engaging in deeper conversations by asking follow-up questions demonstrates genuine interest and care. This practice not only strengthens relationships but also encourages individuals to elaborate on their thoughts and feelings.
</li>
<li>
Human Connection: Fostering connections on a human level is essential. Using relatable icebreakers, such as asking about what someone had for dinner, can help individuals feel more comfortable and open up in group settings.
</li>
<li>
Adaptability in Communication: Recognising that people have different communication styles is vital. Adapting your approach based on the individuals present can enhance the effectiveness of interactions and ensure that everyone feels valued and heard.
</li>
</ol>
BEST MOMENTS
"Many organizations aspire to create environments that encourage psychological safety for their individuals, but also creating safe spaces." 
"Silent brainstorming allowed the individuals the same space, the same time, the same opportunity to share their thinking." 
"We need to take this into personal conversations as well as business or coaching conversations because it demonstrates that we care." 
"Psychological safety, providing safe spaces is key to connecting with people but it comes down to how we go about doing it." 
"If you want people to share their thoughts, you need them to feel safe, but you also need to create the space for them to do it." 
HOST BIO
You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

3 Thoughts on Creating Safe Spaces and Psychological Safety

Lee explores the critical relationship between tools and the mindset of individuals in the realm of continuous improvement. Building on a previous discussion, Lee emphasizes that while various improvement methodologies, such as Lean and 5S, provide valuable frameworks, the true essence of successful change lies in fostering a culture of critical thinking and respect for people. He explores popular tools like value stream mapping and Kanban, highlighting the importance of asking the right questions to instil a mindset focused on problem identification, customer centricity, and proactive improvement. Ultimately, Lee argues that creating a thinking culture is paramount for achieving different results and driving meaningful change within organisations.

KEY TAKEAWAYS


Focus on Thinking, Not Just Tools: The essence of improvement lies in developing people's thinking rather than merely deploying tools. Continuous improvement and respect for people are fundamental principles that should guide all change initiatives.


Value Stream Mapping: This tool is not just about mapping processes but about fostering a mindset that encourages holistic thinking, customer-centricity, and problem identification. The goal is to help individuals think differently to achieve better results.


5S and Workplace Organization: Implementing 5S goes beyond maintaining cleanliness and order. It aims to instil discipline, ownership, and a continuous improvement mindset among employees, encouraging them to recognize and address inefficiencies.


Encouraging Continuous Improvement: Regularly asking questions about small improvements, frustrations, and outdated processes helps cultivate an improvement mindset. This approach fosters collaboration, proactivity, and a belief that there is always room for enhancement.


Critical Thinking in Problem Solving: Tools like root cause analysis and the "5 Whys" are designed to promote critical thinking and accountability. The focus should be on creating a culture where individuals are empowered to identify problems and seek solutions, reinforcing the importance of thinking in driving effective change.

BEST MOMENTS

"It's about continuous improvement and respect for people. Those two things are not in isolation."

"If we can help people think better, then we're creating more ideas and thoughts in those people to make the world a better place."

"We want to try to create thinking. We want people to be able to spot the opportunities for improvement."

"It's not just so we can have a Kanban. It's not so we can just deploy a tool. It's because we're trying to create thinking in people."

"We need to create thinking in people first."

HOST BIO

You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Lee explores the critical relationship between tools and the mindset of individuals in the realm of continuous improvement. Building on a previous discussion, Lee emphasizes that while various improvement methodologies, such as Lean and 5S, provide valuable frameworks, the true essence of successful change lies in fostering a culture of critical thinking and respect for people. He explores popular tools like value stream mapping and Kanban, highlighting the importance of asking the right questions to instil a mindset focused on problem identification, customer centricity, and proactive improvement. Ultimately, Lee argues that creating a thinking culture is paramount for achieving different results and driving meaningful change within organisations.
KEY TAKEAWAYS
<ol>
<li>
Focus on Thinking, Not Just Tools: The essence of improvement lies in developing people's thinking rather than merely deploying tools. Continuous improvement and respect for people are fundamental principles that should guide all change initiatives.
</li>
<li>
Value Stream Mapping: This tool is not just about mapping processes but about fostering a mindset that encourages holistic thinking, customer-centricity, and problem identification. The goal is to help individuals think differently to achieve better results.
</li>
<li>
5S and Workplace Organization: Implementing 5S goes beyond maintaining cleanliness and order. It aims to instil discipline, ownership, and a continuous improvement mindset among employees, encouraging them to recognize and address inefficiencies.
</li>
<li>
Encouraging Continuous Improvement: Regularly asking questions about small improvements, frustrations, and outdated processes helps cultivate an improvement mindset. This approach fosters collaboration, proactivity, and a belief that there is always room for enhancement.
</li>
<li>
Critical Thinking in Problem Solving: Tools like root cause analysis and the "5 Whys" are designed to promote critical thinking and accountability. The focus should be on creating a culture where individuals are empowered to identify problems and seek solutions, reinforcing the importance of thinking in driving effective change.
</li>
</ol>
BEST MOMENTS
"It's about continuous improvement and respect for people. Those two things are not in isolation."
"If we can help people think better, then we're creating more ideas and thoughts in those people to make the world a better place."
"We want to try to create thinking. We want people to be able to spot the opportunities for improvement."
"It's not just so we can have a Kanban. It's not so we can just deploy a tool. It's because we're trying to create thinking in people."
"We need to create thinking in people first."
HOST BIO
You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

The real problem is a lack of thinking not a lack of tools

Lee explores into the often over looked aspects of training sessions, emphasising the importance of aligning language and definitions to ensure effective learning. He challenges listeners to think differently about their approach to training, whether as participants or facilitators and highlights the necessity of creating actionable plans that integrate learning into everyday practices. Lee shares practical strategies for fostering accountability, such as assigning ownership of action items and encouraging personal commitments from participants. By focusing on these elements, he aims to help organisations maximise their investment in training and achieve meaningful, lasting change.

KEY TAKEAWAYS


Think and Do Different: To achieve different results, it's essential to not only think differently but also to take actionable steps based on that new thinking. Training should inspire participants to implement what they've learned.


Alignment of Language: Ensuring that all participants have a shared understanding of key terms and concepts is crucial. Misalignment in definitions can lead to confusion and ineffective application of knowledge.


Action Plans for Application: Capturing tangible actions during training sessions helps cement learning. Each action should have a designated owner and a timeline for accountability, ensuring that the knowledge gained is applied in the workplace.


Integration into Existing Routines: Actions derived from training should be integrated into regular meeting rhythms to maintain focus and accountability. This prevents the need for separate discussions about training outcomes and promotes ongoing application.


Personal Commitment: Encouraging participants to make personal commitments to change fosters accountability. Sharing these commitments with the group increases investment in the learning process and encourages follow-through after the training session.

BEST MOMENTS

"You have to think and do different to achieve different." 

"When you get back from holiday, the first day back it then seems like it's been months since you've had a holiday." 

"Alignment of language is key, especially in a training room." 

"We want applied learning. We want people to take the knowledge that they're getting in the training room and apply that learning in the workplace." 

"If you don’t do that, then you’re going to have to have another meeting to just talk about the output of that meeting." 

HOST BIO

You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Lee explores into the often over looked aspects of training sessions, emphasising the importance of aligning language and definitions to ensure effective learning. He challenges listeners to think differently about their approach to training, whether as participants or facilitators and highlights the necessity of creating actionable plans that integrate learning into everyday practices. Lee shares practical strategies for fostering accountability, such as assigning ownership of action items and encouraging personal commitments from participants. By focusing on these elements, he aims to help organisations maximise their investment in training and achieve meaningful, lasting change.
KEY TAKEAWAYS
<ol>
<li>
Think and Do Different: To achieve different results, it's essential to not only think differently but also to take actionable steps based on that new thinking. Training should inspire participants to implement what they've learned.
</li>
<li>
Alignment of Language: Ensuring that all participants have a shared understanding of key terms and concepts is crucial. Misalignment in definitions can lead to confusion and ineffective application of knowledge.
</li>
<li>
Action Plans for Application: Capturing tangible actions during training sessions helps cement learning. Each action should have a designated owner and a timeline for accountability, ensuring that the knowledge gained is applied in the workplace.
</li>
<li>
Integration into Existing Routines: Actions derived from training should be integrated into regular meeting rhythms to maintain focus and accountability. This prevents the need for separate discussions about training outcomes and promotes ongoing application.
</li>
<li>
Personal Commitment: Encouraging participants to make personal commitments to change fosters accountability. Sharing these commitments with the group increases investment in the learning process and encourages follow-through after the training session.
</li>
</ol>
BEST MOMENTS
"You have to think and do different to achieve different." 
"When you get back from holiday, the first day back it then seems like it's been months since you've had a holiday." 
"Alignment of language is key, especially in a training room." 
"We want applied learning. We want people to take the knowledge that they're getting in the training room and apply that learning in the workplace." 
"If you don’t do that, then you’re going to have to have another meeting to just talk about the output of that meeting." 
HOST BIO
You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

How to Help People Take Action After a Training Course

Lee talks through the critical role of questioning in successful change management. Drawing from his extensive experience since 2006, Lee emphasises that while tools and methodologies are essential, the true key to effective change lies in understanding and asking the right questions. He argues that change practitioners should prioritise developing their questioning skills and the principles behind those questions rather than solely focusing on tools. By engaging the minds, hearts, and hands of individuals, change practitioners can facilitate meaningful transitions and foster a culture of ownership and engagement. Tune in to explore how shifting the focus from tools to thinking can lead to more sustainable and successful change initiatives.

KEY TAKEAWAYS


Prioritise Questions Over Tools: Successful change management should focus on asking the right questions and understanding the principles behind those questions, rather than solely relying on tools and frameworks.


Engagement is Crucial: The ability to engage with people is critical for successful change. Change practitioners must work to understand and connect with individuals to facilitate a positive transition.


Understanding Change Dynamics: Change is fundamentally about transitioning people from one state to another. This requires a deep understanding of the thinking, habits, and behaviours of those involved in the change process.


Create a Safe Environment for Thinking: It’s essential to foster an environment where individuals feel safe to express their thoughts and engage in meaningful discussions about change.


Focus on Meaningful Outcomes: Change practitioners should aim to create clarity around goals and desired outcomes, ensuring that these goals resonate with the people involved, making them feel real and meaningful.

BEST MOMENTS

"Our ability to work with people, our ability to engage with people is critical in the success of landing change." 

"It's not about tools, it's not about people, it's about thinking and our ability to ask the right question." 

"If you want to create new thinking, new habits, new behaviours, you need to create more thinking by asking better questions." 

"Don't ask what tools do we need to teach our change practitioners. Ask what questions need to be created in our change practitioners." 

"Success is changing the thinking of our people, engaging the heads, engaging the hearts, engaging the hands in a meaningful way."

HOST BIO

You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Lee talks through the critical role of questioning in successful change management. Drawing from his extensive experience since 2006, Lee emphasises that while tools and methodologies are essential, the true key to effective change lies in understanding and asking the right questions. He argues that change practitioners should prioritise developing their questioning skills and the principles behind those questions rather than solely focusing on tools. By engaging the minds, hearts, and hands of individuals, change practitioners can facilitate meaningful transitions and foster a culture of ownership and engagement. Tune in to explore how shifting the focus from tools to thinking can lead to more sustainable and successful change initiatives.
KEY TAKEAWAYS
<ol>
<li>
Prioritise Questions Over Tools: Successful change management should focus on asking the right questions and understanding the principles behind those questions, rather than solely relying on tools and frameworks.
</li>
<li>
Engagement is Crucial: The ability to engage with people is critical for successful change. Change practitioners must work to understand and connect with individuals to facilitate a positive transition.
</li>
<li>
Understanding Change Dynamics: Change is fundamentally about transitioning people from one state to another. This requires a deep understanding of the thinking, habits, and behaviours of those involved in the change process.
</li>
<li>
Create a Safe Environment for Thinking: It’s essential to foster an environment where individuals feel safe to express their thoughts and engage in meaningful discussions about change.
</li>
<li>
Focus on Meaningful Outcomes: Change practitioners should aim to create clarity around goals and desired outcomes, ensuring that these goals resonate with the people involved, making them feel real and meaningful.
</li>
</ol>
BEST MOMENTS
"Our ability to work with people, our ability to engage with people is critical in the success of landing change." 
"It's not about tools, it's not about people, it's about thinking and our ability to ask the right question." 
"If you want to create new thinking, new habits, new behaviours, you need to create more thinking by asking better questions." 
"Don't ask what tools do we need to teach our change practitioners. Ask what questions need to be created in our change practitioners." 
"Success is changing the thinking of our people, engaging the heads, engaging the hearts, engaging the hands in a meaningful way."
HOST BIO
You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Chicken or Egg, Tools or People, what is the best way

Lee talks about the importance of asking the right questions as a leader and the impact it has on coaching and developing people. He emphasises that effective leadership is not just about managing tasks or providing answers, but about fostering thought and reflection in others. Horton discusses the need to balance managing, leading, and coaching, highlighting that change should be an everyday part of business rather than a one-off project. He advocates for a humann centered approach to improvement, where continuous growth and respect for individuals are paramount. By connecting on a personal level and engaging teams in meaningful conversations, leaders can inspire a highly engaged workforce dedicated to making incremental improvements every day.

KEY TAKEAWAYS


Coaching Through Questions: Asking questions is a powerful tool for coaching, but the true success lies in generating thought and reflection in the individuals being asked, rather than simply obtaining answers.


Situational Leadership: Effective leadership requires a balance of managing tasks, leading people, and coaching gaps. The approach should be tailored to the specific situation and the needs of the individuals involved.


Continuous Improvement: Change should be integrated into daily operations rather than treated as a one-off project. Engaging employees in continuous improvement fosters a culture where everyone contributes to enhancing processes and outcomes.


Respect for People: Emphasising respect for individuals and their contributions is crucial. A highly engaged organisation thrives on mutual respect, collaboration, and a shared commitment to improvement.


Holistic Engagement: To achieve organisational success, it is essential to engage employees' heads (through thought-provoking questions), hearts (by inspiring them towards a common goal), and hands (by involving them in meaningful work).

BEST MOMENTS

"The success of asking a question is not in receiving an answer, but in generating thoughts in the people that we've asked the question of."

"Change needs to be, or should be, an everyday business as usual part of every single role because those who do the work know most about it."

"If we truly embraced those two principles, joined them together and made them business as usual for everybody, then everybody will be working to do the right thing at the right time every single time."

"It's about improving that task at hand as well in a collaborative way."

"Change and leadership is not black and white because not every person is the same."

HOST BIO

You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Lee talks about the importance of asking the right questions as a leader and the impact it has on coaching and developing people. He emphasises that effective leadership is not just about managing tasks or providing answers, but about fostering thought and reflection in others. Horton discusses the need to balance managing, leading, and coaching, highlighting that change should be an everyday part of business rather than a one-off project. He advocates for a humann centered approach to improvement, where continuous growth and respect for individuals are paramount. By connecting on a personal level and engaging teams in meaningful conversations, leaders can inspire a highly engaged workforce dedicated to making incremental improvements every day.
KEY TAKEAWAYS
<ol>
<li>
Coaching Through Questions: Asking questions is a powerful tool for coaching, but the true success lies in generating thought and reflection in the individuals being asked, rather than simply obtaining answers.
</li>
<li>
Situational Leadership: Effective leadership requires a balance of managing tasks, leading people, and coaching gaps. The approach should be tailored to the specific situation and the needs of the individuals involved.
</li>
<li>
Continuous Improvement: Change should be integrated into daily operations rather than treated as a one-off project. Engaging employees in continuous improvement fosters a culture where everyone contributes to enhancing processes and outcomes.
</li>
<li>
Respect for People: Emphasising respect for individuals and their contributions is crucial. A highly engaged organisation thrives on mutual respect, collaboration, and a shared commitment to improvement.
</li>
<li>
Holistic Engagement: To achieve organisational success, it is essential to engage employees' heads (through thought-provoking questions), hearts (by inspiring them towards a common goal), and hands (by involving them in meaningful work).
</li>
</ol>
BEST MOMENTS
"The success of asking a question is not in receiving an answer, but in generating thoughts in the people that we've asked the question of."
"Change needs to be, or should be, an everyday business as usual part of every single role because those who do the work know most about it."
"If we truly embraced those two principles, joined them together and made them business as usual for everybody, then everybody will be working to do the right thing at the right time every single time."
"It's about improving that task at hand as well in a collaborative way."
"Change and leadership is not black and white because not every person is the same."
HOST BIO
You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Questions, Right Thing Every Time and Leadership

Lee explores the critical concept of empowering the right person to do the right thing at the right time, every single time. He emphasises the importance of clarity in roles and responsibilities within an organisation, highlighting that not everyone is the right person for every task. Lee discusses how leaders can create an enabling environment through clear expectations, open communication, and trust, allowing individuals to act confidently based on their awareness and experiences. By fostering a culture where responsibility is shared and acted upon with urgency, leaders can ensure their teams thrive. Tune in to discover practical approaches to enhance operational excellence and empower your team effectively.

KEY TAKEAWAYS


Empowerment of the Right Person: It's crucial for leaders to identify and empower the right individuals within their teams to take responsibility and act at the right time, rather than assuming that everyone should handle every situation.


Clarity in Roles and Responsibilities: Clear communication of roles and responsibilities is essential to prevent confusion and ensure that team members know when they are the right person to act.


Setting Clear Expectations: Leaders must establish clear standards and expectations for what constitutes the "right thing" to do in various situations, aligning these with the organization's goals and values.


Creating an Enabling Environment: An environment that fosters trust, open communication, and support is vital for empowering team members to act confidently and appropriately when they are the right person.


Understanding Timing: Knowing when to act is as important as knowing what to do. Leaders should cultivate a sense of urgency and awareness of timing within their teams to ensure actions are taken at the appropriate moments.

BEST MOMENTS

"A successful environment is one where the right individual steps up at the right time, without confusion over roles and responsibilities." 

"The right thing really should align with expectations and standards." 

"Leaders must provide clear expectations of what the right thing looks like for various roles and situations." 

"When the right person does the right thing at the right time, it's a reflection of the environment that the leader has cultivated." 

"You want the choice to be crystal clear and you want them to act appropriately at the right time." 

HOST BIO

You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Lee explores the critical concept of empowering the right person to do the right thing at the right time, every single time. He emphasises the importance of clarity in roles and responsibilities within an organisation, highlighting that not everyone is the right person for every task. Lee discusses how leaders can create an enabling environment through clear expectations, open communication, and trust, allowing individuals to act confidently based on their awareness and experiences. By fostering a culture where responsibility is shared and acted upon with urgency, leaders can ensure their teams thrive. Tune in to discover practical approaches to enhance operational excellence and empower your team effectively.
KEY TAKEAWAYS
<ol>
<li>
Empowerment of the Right Person: It's crucial for leaders to identify and empower the right individuals within their teams to take responsibility and act at the right time, rather than assuming that everyone should handle every situation.
</li>
<li>
Clarity in Roles and Responsibilities: Clear communication of roles and responsibilities is essential to prevent confusion and ensure that team members know when they are the right person to act.
</li>
<li>
Setting Clear Expectations: Leaders must establish clear standards and expectations for what constitutes the "right thing" to do in various situations, aligning these with the organization's goals and values.
</li>
<li>
Creating an Enabling Environment: An environment that fosters trust, open communication, and support is vital for empowering team members to act confidently and appropriately when they are the right person.
</li>
<li>
Understanding Timing: Knowing when to act is as important as knowing what to do. Leaders should cultivate a sense of urgency and awareness of timing within their teams to ensure actions are taken at the appropriate moments.
</li>
</ol>
BEST MOMENTS
"A successful environment is one where the right individual steps up at the right time, without confusion over roles and responsibilities." 
"The right thing really should align with expectations and standards." 
"Leaders must provide clear expectations of what the right thing looks like for various roles and situations." 
"When the right person does the right thing at the right time, it's a reflection of the environment that the leader has cultivated." 
"You want the choice to be crystal clear and you want them to act appropriately at the right time." 
HOST BIO
You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

World Class Basics - Helping the RIGHT person do the RIGHT thing at the RIGHT time EVERY time

Lee talks about the significance of language in the context of business improvement. He explores the use of Japanese terminology, often adopted from Toyota's principles, and the debates surrounding the choice between using familiar English words or introducing new terms. Lee emphasises that words are merely labels and that the real challenge lies in the thoughts and actions they inspire in others. He presents three approaches to introducing new concepts: challenging existing definitions, using foreign words to bypass biases, or creating entirely new terms. Ultimately, Lee underscores the importance of aligning language with the desired actions to ensure that everyone is doing the right thing at the right time, every time.

KEY TAKEAWAYS


Language as Labels: Words are merely labels for concepts or objects, and the meanings we attach to them can vary significantly among individuals. Understanding this can help in effective communication and change management.


Three Approaches to Language in Improvement: When introducing new concepts, one can either challenge existing definitions, use foreign terms to avoid biases, or create entirely new words. Each approach has its own implications for understanding and acceptance.


Importance of Thought Creation: The primary goal of using language is to create specific thoughts in others that lead to desired actions. It's essential to focus on the thoughts generated by the words used rather than the words themselves.


Emotional Connection: Words and actions should aim to evoke feelings, as emotions play a crucial role in influencing behaviour. As Maya Angelou famously said, people may forget what you said or did, but they will remember how you made them feel.


Alignment of Thinking and Action: To achieve effective outcomes, it is vital to align the thinking of individuals with the desired actions. Misalignment can lead to confusion and hinder progress, making it crucial to ensure clarity in communication.

BEST MOMENTS

"Words are just labels that we give that thing... and we may use the same word to articulate a completely different point." 

"It comes down to the thinking and the thoughts that are created with the words that we use." 

"The name of something is just a label. It's the thinking that you're creating in the people that you are wanting to do something that is important." 

"It's a thinking challenge, not a new dictionary challenge. We want to create the right thoughts in the people to do the right thing." 

"People will forget what you said, forget what you did, but never forget how you made them feel."

HOST BIO

You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Lee talks about the significance of language in the context of business improvement. He explores the use of Japanese terminology, often adopted from Toyota's principles, and the debates surrounding the choice between using familiar English words or introducing new terms. Lee emphasises that words are merely labels and that the real challenge lies in the thoughts and actions they inspire in others. He presents three approaches to introducing new concepts: challenging existing definitions, using foreign words to bypass biases, or creating entirely new terms. Ultimately, Lee underscores the importance of aligning language with the desired actions to ensure that everyone is doing the right thing at the right time, every time.
KEY TAKEAWAYS
<ol>
<li>
Language as Labels: Words are merely labels for concepts or objects, and the meanings we attach to them can vary significantly among individuals. Understanding this can help in effective communication and change management.
</li>
<li>
Three Approaches to Language in Improvement: When introducing new concepts, one can either challenge existing definitions, use foreign terms to avoid biases, or create entirely new words. Each approach has its own implications for understanding and acceptance.
</li>
<li>
Importance of Thought Creation: The primary goal of using language is to create specific thoughts in others that lead to desired actions. It's essential to focus on the thoughts generated by the words used rather than the words themselves.
</li>
<li>
Emotional Connection: Words and actions should aim to evoke feelings, as emotions play a crucial role in influencing behaviour. As Maya Angelou famously said, people may forget what you said or did, but they will remember how you made them feel.
</li>
<li>
Alignment of Thinking and Action: To achieve effective outcomes, it is vital to align the thinking of individuals with the desired actions. Misalignment can lead to confusion and hinder progress, making it crucial to ensure clarity in communication.
</li>
</ol>
BEST MOMENTS
"Words are just labels that we give that thing... and we may use the same word to articulate a completely different point." 
"It comes down to the thinking and the thoughts that are created with the words that we use." 
"The name of something is just a label. It's the thinking that you're creating in the people that you are wanting to do something that is important." 
"It's a thinking challenge, not a new dictionary challenge. We want to create the right thoughts in the people to do the right thing." 
"People will forget what you said, forget what you did, but never forget how you made them feel."
HOST BIO
You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Should You Use Japanese Words or Not

Lee explores the intricacies of leading effective daily conversations within organisations. Building on previous discussions about tiered meeting structures, Lee outlines 12 essential skills that leaders need to master to engage their teams and maximise contributions. He emphasises the importance of creating a safe environment for open communication, interpreting information clearly, and transitioning from information-sharing to actionable steps. By addressing common pitfalls and offering practical approaches, Lee encourages leaders to reflect on their capabilities and seek support in facilitating impactful daily meetings. 

KEY TAKEAWAYS


Importance of Daily Conversations: Regular meetings, whether called stand-ups, huddles, or performance cells, are crucial for engaging teams, aligning information, and ensuring everyone is on track to meet organisational goals.


Leader Preparedness: Leaders must be equipped to facilitate effective daily conversations. This includes skills in public speaking, engaging team members, and creating a safe environment for open communication.


Structured Approach: A successful daily meeting should follow a structured approach, including setting the tone, interpreting information clearly, asking open-ended questions, and ensuring clarity on next steps and accountability.


Encouraging Participation: Leaders should foster an environment where team members feel safe to share their thoughts and feelings without judgment, promoting a culture of collaboration and collective problem-solving.


Motivation and Clarity: At the end of each meeting, it’s essential to ensure that team members leave feeling motivated and clear about their roles and responsibilities for the day, which contributes to overall productivity and morale.

BEST MOMENTS

"Done right, these can be the most powerful opportunity to engage your people and enable them to maximise their contribution." 

"Just because they lead a team does not mean that they can lead an effective daily conversation."

"You want to create as many thoughts in your people. You want to get as many ideas and suggestions from your people as possible." 

"How comfortable are you as a leader getting a single owner for activities and actions and then pinning them down to a date?" 

"You want people to feel motivated, positive and ready to go and make a positive contribution today." 

HOST BIO

You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Lee explores the intricacies of leading effective daily conversations within organisations. Building on previous discussions about tiered meeting structures, Lee outlines 12 essential skills that leaders need to master to engage their teams and maximise contributions. He emphasises the importance of creating a safe environment for open communication, interpreting information clearly, and transitioning from information-sharing to actionable steps. By addressing common pitfalls and offering practical approaches, Lee encourages leaders to reflect on their capabilities and seek support in facilitating impactful daily meetings. 
KEY TAKEAWAYS
<ul>
<li>
Importance of Daily Conversations: Regular meetings, whether called stand-ups, huddles, or performance cells, are crucial for engaging teams, aligning information, and ensuring everyone is on track to meet organisational goals.
</li>
<li>
Leader Preparedness: Leaders must be equipped to facilitate effective daily conversations. This includes skills in public speaking, engaging team members, and creating a safe environment for open communication.
</li>
<li>
Structured Approach: A successful daily meeting should follow a structured approach, including setting the tone, interpreting information clearly, asking open-ended questions, and ensuring clarity on next steps and accountability.
</li>
<li>
Encouraging Participation: Leaders should foster an environment where team members feel safe to share their thoughts and feelings without judgment, promoting a culture of collaboration and collective problem-solving.
</li>
<li>
Motivation and Clarity: At the end of each meeting, it’s essential to ensure that team members leave feeling motivated and clear about their roles and responsibilities for the day, which contributes to overall productivity and morale.
</li>
</ul>
BEST MOMENTS
"Done right, these can be the most powerful opportunity to engage your people and enable them to maximise their contribution." 
"Just because they lead a team does not mean that they can lead an effective daily conversation."
"You want to create as many thoughts in your people. You want to get as many ideas and suggestions from your people as possible." 
"How comfortable are you as a leader getting a single owner for activities and actions and then pinning them down to a date?" 
"You want people to feel motivated, positive and ready to go and make a positive contribution today." 
HOST BIO
You can contact Lee Houghton on 07813342194 Lee@leehoughton.com https://www.linkedin.com/in/lhoughton/
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

Exposing the Key Parts of Facilitating a Successful Daily Meeting

WARNING - This podcast WILL challenge your thinking.

Welcome to Business Problems Solved!

In this podcast we help you solve your business problems by providing real examples and practical approaches to make today better than yesterday. 

Introducing your host, the multi-sector, self-professed ‘most improved improvement person’ and qualified Business Problem Solver

Lee Houghton (pronounced Hawton)

You can contact Lee on LinkedIn, Facebook, Instagram or Twitter by searching for Lee Houghton THE Business Problem Solver or via visiting www.leehoughton.com for more content and to solve your business problems.

And remember – saying you know how to do it, is not doing it …

Business Problems Solved

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