What it Means to be Open-Minded

We spend our childhood being told to listen to parents, teachers, and other adults. Then we go off to work and are told to listen to our supervisors. We work our way up, doing what we are told. Then suddenly you are in a leadership position yourself and are the one who is expected to have all the answers. But you don’t. No one does. You cannot solve problems nor overcome challenges by doing what you already know. If what you knew was enough, the problem never would have happened in the first place. We overcome challenges with innovative ideas based on our own creativity. We cannot simply expect the transformation to occur by certifying everyone in the most popular Lean methodologies and expecting motivational speakers to inspire your workforce. 

Leadership behaviors based on open-mindedness are key, and this only comes about by admitting that you as a leader don’t know everything especially when it comes to what really goes on at the frontlines of all layers of the organization. This is also true in the case of internal consultants who have been recruited to internally lead reform in a challenged organization. Even if you have previous experience working with an existing Lean/TPS system in a specific industry, you need to be fully open-minded to be adaptive to the new challenges of the company you are going to lead the transformation from the very beginning, step zero.

The following are proven guidelines for open-mindedness. They are very similar to the guidelines for sincerity and Respect for People.

• Don’t dismiss something new because you don’t intuitively understand it right away or have a different school of knowledge. Seek to discover the intention behind it before dismissing it.
• Don’t say, “we’ve already tried that.” Say, “show me how you do it.”
• First, blame yourself for the problems of others so you will develop the courage to solve the problems together. As a leader, this is your fundamental building block to sustainability — “it is my responsibility.”
• Conclude every conversation by sharing what is possible instead of explaining why something can not be done so people remain motivated to take the alternative action.

Leaders need to demonstrate open-minded behavior by their own example. Only then can leaders teach these values to others and expect them to follow. “Open-mindedness” is a subjective concept. Make it objective by exemplifying practical actions like those listed above so everyone appreciates the power of open-mindedness when they experience it and apply it. End every conversation by communicating what has not been tried even though it seems counter-intuitive to the industry standards and tribal knowledge. This inspires people to continue executing necessary actions without limiting themselves.

“Creating an organizational culture that is able to change and adapt is more important than having an abundance of resources. An organization’s strength is built upon this adaptability.”

- Hitoshi Yamada

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Original content from my upcoming book, "The Ohno Method." More details about the Ohno Method

For developing a stronger leadership culture, please also read my other articles on LinkedIn:

More about Respect for People: "Redefining Respect for People: Disagree to Agree"

More about the Spirit of Kaizen: "Kaizen: Lost in Translation"

More about "Beyond Toyota - The Continuous Evolution of TPS and Kaizen"

Other articles by the author: Visit this link.

Jun Nakamuro: [email protected]

Jun Nakamuro is the foremost expert in organizational transformation through applied knowledge. His top-level ability is exemplified in their leadership, quality work, and exceptional results. Jun Nakamuro is a master of leading business transformation who brings valuable knowledge and experience from many industries. He recognizes the power of engaging people to achieve organizational transformation and performance. Jun will realize your best return without additional investment by designing innovative management systems for your businesses supported by stronger leadership and modern technology.

Since 2007, Jun has undergone extensive training in Japan and received official certification from Ohno’s most successful protégé, Hitoshi Yamada (Canon, Sony, NEC, Toyota, and others), following the TPS guidelines officially approved by Taiichi Ohno in 1990. Hitoshi Yamada has recognized Jun’s achievement and endorsed him as a successor to Ohno’s TPS legacy outside of Japan.