Micro Leadership Quotes

Ego can’t sleep. It micro-manages. It disempowers. It reduces our capability. It excels in control.

Ojas chakra is a micro-environment of spiritual energy and leadership. The network consists of mahapadma chakras, two padma chakras and the subtle connection of the third eye.

The micro facial expression of contempt when engaging leaders about preparing for their organisation's change is often the norm, matched only by their leadership of change knowledge

My leadership style: I lead multi-directionally. Leading from the front is obvious. However, I lead from the side. Not to micro-manage but to micro-encourage. Also, leading from the back, knowing they have me to fall back on

Goals Must Have a Time Limit Goals without a time limit are unable to be broken down into micro goals to measure your progress, to observe your traction. You might say, “I want to write a book.” Great, when? In twenty years? In twenty months? If you don’t put a deadline on the goal it will never happen and you will get to eat the bitter fruit of regret.

Rather than micro-managing to resolve every problem, create the right atmosphere, process, and system that facilitate effective problem solving.

Great leaders are not micro-managers. Leadership is about making big things happen.

This new normal proves work no longer a place, it's an activity and performance, based on trust, truth, and relationships, and not hierarchies, micro-managing, and bureaucracy. It's a mindset that values and enables performance, and protection, of people, planet AND profits, more than property, greedership, and exploitation.

Thinking of small tiny improvements would be exhausting if not impossible from the leadership team. Hence it has to happen at micro level, at each team level to control their own product & their own destiny. They are the closest, they know more about it.

What does it mean to have a Courageous Culture? Our favorite definition of culture comes from Seth Godin: “People like us do things like this.”1 It’s that invisible force of mutual understanding and awareness that drives behavior. A Courageous Culture is a place where “people like us” speak up. We share ideas. We solve problems. The default is to contribute. It’s a culture where silence isn’t safe and effort is everything. Courageous Cultures go way beyond employee engagement. People are energized. They bring their whole selves to their work. Innovation isn’t limited to the senior leadership team or R&D. Everyone innovates, every day.

Courageous Cultures require an elegant dance between two seemingly contradictory leadership characteristics: Clarity and Curiosity.

consistent with their culture and context. Localizing the principle is an incredibly powerful technique to create ownership, pride, and sticky customer (and employee) experiences. It’s not easy for your competitors to mimic because they can’t just copy a best practice—it requires careful leadership work to align the principles with your strategic goals and then the local creativity from empowered team members to Practice the Principle in ways that are relevant and make sense.

most open-door policies are a passive leadership cop-out. “I’m

As leaders, what we do one-on-one impacts what we do in meetings and groups. How we think and behave on a micro level is reflected at the macro level. If we are intentional and mindful as individual leaders, that intentionality and mindfulness will reverberate throughout our companies, families, and entire lives. We can be more effective and more deliberate across situations and relationships.

A common behavior is to feel compelled to start improving the value stream at the micro level and focus on reducing process time. .. redirect the team to help them stay focused on the macro and eliminate the easy-to-see waste within the value stream

The inclination to jump into the weeds and design micro-level improvements before the entire work system - the macro picture- is fully understood, is a key contributor to suboptimization.

We are making a decision in every moment, which defines the moment after. And in some way, each question is a micro-decision. Each assessment and reading of the now is the best input we have for what we do next.

Those techniques used in formulating the agenda and making decisions—transparency, inclusiveness, decisiveness, micro-knowledge (but not micromanagement), and accountability—all will continue to be essential in implementation.

A common behavior is to feel compelled to start improving the value stream at the micro level and focus on reducing process time. However, an interesting phenomenon occurs when teams maintain a macro perspective: process time reductions become a by-product of addressing the IT systems and barriers to flow at a macro level. The facilitator may frequently need to redirect the team to help them stay focused on the macro and eliminate the easy-to-see waste within the value stream. Going into the weeds (process-level analysis) comes later as you execute the transformation plan and define and document standard work via smaller PDSA cycles.

In most cases, the kaizen bursts should describe the improvement generally (what), not specifically (how). Remember, value stream mapping is a strategic leadership activity that is part of a macro PDSA cycle. Designing and making specific improvements requires a series of micro PDSA cycles and heavy involvement from the front lines. You want those closest to the work designing tactical-level improvements rather than leaders who are too far from the work to determine exactly what should be done to reach a target condition.

Engage the leadership of the organization in the macro design process. In the end, they will be the ones to implement the new organization and adjust to the trade-offs. • Engage those who do the work of the organization in the micro design process. In the end, they will be the ones who must do the work differently from before.