Visual Workplace Radio: Let the Workplace Speak
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Does it surprise you to learn that operator-led visuality is not a team-based methodology? Not at first. At first, it strengthens the individual—both in skill and identity. Listen as visual expert, Gwendolyn Galsworth, explains how, when visuality liberates information, it also liberates the human will. This is an outcome that is unique to the visual workplace. It is, also, an indispensable requirement for letting the workplace speak—through people. You can never gain and hold on to the 15%-30% increase in productivity that Galsworth promises—and delivers—if you don’t make room for that part of your employees they leave in their cars, with the window slightly cracked, so it will be there when they clock out at the end of their shift: their will. Visuality invites that part to join in: to participate, express, contribute, and invent visual solutions—many never been seen on the planet before. Does this happen overnight? Rarely, but in operator-led visuality, it does happen. Guaranteed.
Does it surprise you to learn that operator-led visuality is not a team-based methodology? Not at first. At first, it strengthens the individual—both in skill and identity. Listen as visual expert, Gwendolyn Galsworth, explains how, when visuality liberates information, it also liberates the human will. This is an outcome that is unique to the visual workplace. It is, also, an indispensable requirement for letting the workplace speak—through people. You can never gain and hold on to the 15%-30% increase in productivity that Galsworth promises—and delivers—if you don’t make room for that part of your employees they leave in their cars, with the window slightly cracked, so it will be there when they clock out at the end of their shift: their will. Visuality invites that part to join in: to participate, express, contribute, and invent visual solutions—many never been seen on the planet before. Does this happen overnight? Rarely, but in operator-led visuality, it does happen. Guaranteed.
What if every CEO, manager and supervisor commit to the single cultural outcome of making every employee a hero in their own eyes? What would change as a result? What would have to change? And how would that happen? Join us this week as your host and visual expert, Gwendolyn Galsworth, describes how visuality is designed to make every employee a hero at wo—and why this s a core outcome to your journey to operational excellence. In each of us is a deep and abiding need to contribute—a longing to create something of value and share it. Not just in our everyday lives but also at work. Especially at work. There is a hero within—the desire to master and excel. Because visuality is, at its core, a language that is meaningful, practical, and I-driven, it ready for this challenge, prepared to assist every boss make the following part and parcel of their job description: to ensure people at work become heroes in their own eyes. Tune in/Learn more. Let the workplace speak.
What if every CEO, manager and supervisor commit to the single cultural outcome of making every employee a hero in their own eyes? What would change as a result? What would have to change? And how would that happen? Join us this week as your host and visual expert, Gwendolyn Galsworth, describes how visuality is designed to make every employee a hero at wo—and why this s a core outcome to your journey to operational excellence. In each of us is a deep and abiding need to contribute—a longing to create something of value and share it. Not just in our everyday lives but also at work. Especially at work. There is a hero within—the desire to master and excel. Because visuality is, at its core, a language that is meaningful, practical, and I-driven, it ready for this challenge, prepared to assist every boss make the following part and parcel of their job description: to ensure people at work become heroes in their own eyes. Tune in/Learn more. Let the workplace speak.
Does it surprise you to learn that operator-led visuality is not a team-based methodology? Not at first. At first, it strengthens the individual—both in skill and identity. Listen as visual expert, Gwendolyn Galsworth, explains how, when visuality liberates information, it also liberates the human will. This is an outcome that is unique to the visual workplace. It is, also, an indispensable requirement for letting the workplace speak—through people. You can never gain and hold on to the 15%-30% increase in productivity that Galsworth promises—and delivers—if you don’t make room for that part of your employees they leave in their cars, with the window slightly cracked, so it will be there when they clock out at the end of their shift: their will. Visuality invites that part to join in: to participate, express, contribute, and invent visual solutions—many never been seen on the planet before. Does this happen overnight? Rarely, but in operator-led visuality, it does happen. Guaranteed.
Does it surprise you to learn that operator-led visuality is not a team-based methodology? Not at first. At first, it strengthens the individual—both in skill and identity. Listen as visual expert, Gwendolyn Galsworth, explains how, when visuality liberates information, it also liberates the human will. This is an outcome that is unique to the visual workplace. It is, also, an indispensable requirement for letting the workplace speak—through people. You can never gain and hold on to the 15%-30% increase in productivity that Galsworth promises—and delivers—if you don’t make room for that part of your employees they leave in their cars, with the window slightly cracked, so it will be there when they clock out at the end of their shift: their will. Visuality invites that part to join in: to participate, express, contribute, and invent visual solutions—many never been seen on the planet before. Does this happen overnight? Rarely, but in operator-led visuality, it does happen. Guaranteed.
What if every CEO, manager and supervisor commit to the single cultural outcome of making every employee a hero in their own eyes? What would change as a result? What would have to change? And how would that happen? Join us this week as your host and visual expert, Gwendolyn Galsworth, describes how visuality is designed to make every employee a hero at wo—and why this s a core outcome to your journey to operational excellence. In each of us is a deep and abiding need to contribute—a longing to create something of value and share it. Not just in our everyday lives but also at work. Especially at work. There is a hero within—the desire to master and excel. Because visuality is, at its core, a language that is meaningful, practical, and I-driven, it ready for this challenge, prepared to assist every boss make the following part and parcel of their job description: to ensure people at work become heroes in their own eyes. Tune in/Learn more. Let the workplace speak.
What if every CEO, manager and supervisor commit to the single cultural outcome of making every employee a hero in their own eyes? What would change as a result? What would have to change? And how would that happen? Join us this week as your host and visual expert, Gwendolyn Galsworth, describes how visuality is designed to make every employee a hero at wo—and why this s a core outcome to your journey to operational excellence. In each of us is a deep and abiding need to contribute—a longing to create something of value and share it. Not just in our everyday lives but also at work. Especially at work. There is a hero within—the desire to master and excel. Because visuality is, at its core, a language that is meaningful, practical, and I-driven, it ready for this challenge, prepared to assist every boss make the following part and parcel of their job description: to ensure people at work become heroes in their own eyes. Tune in/Learn more. Let the workplace speak.
Changing the consciousness of your company (and therefore its operational capability) can never happen through sheer dint of effort—as legions of exhausted and disappointed change-agents can attest. It happens when we tie into the deep force within us that is the source of all positive change. In combination with us, this force works to inspire, transfer, and translate the new thought. The kind of changes that take place as you implement, for example, the principles and practices of workplace visuality change the way that work gets done in your company -- and change you in the process. This is what you want to happen. This is what is meant to happen. Tune in this week as Gwendolyn Galsworth, your host and visual workplace expert, completes the discussion she launched last week into chaos theory, morphogenic fields, fractals and leadership. Adding to this powerful mix, she shares the story of the 100th Monkey, tying its relevance to the transformation that every enterprise wants.
Changing the consciousness of your company (and therefore its operational capability) can never happen through sheer dint of effort—as legions of exhausted and disappointed change-agents can attest. It happens when we tie into the deep force within us that is the source of all positive change. In combination with us, this force works to inspire, transfer, and translate the new thought. The kind of changes that take place as you implement, for example, the principles and practices of workplace visuality change the way that work gets done in your company -- and change you in the process. This is what you want to happen. This is what is meant to happen. Tune in this week as Gwendolyn Galsworth, your host and visual workplace expert, completes the discussion she launched last week into chaos theory, morphogenic fields, fractals and leadership. Adding to this powerful mix, she shares the story of the 100th Monkey, tying its relevance to the transformation that every enterprise wants.
Strange how most of us think that change happens—and how companies learn and improve. Stranger yet is how we seek to validate the progress we think we are making by identifying exact causes and the concrete logic of the physical. But what if an entirely different set of causes pertain? What if an all-but-undetectable logic produces tangible, physical outcomes? What if reality ain’t what it’s supposed to be? Yikes! Tune in this week when your host and visual expert, Gwendolyn Galsworth, takes you into the world of chaos theory, fractals, and morphogenic fields. Listen as she shares scientific and personal research about the largest gap in human knowledge: “What we don’t know that we don’t know.” The implications are compelling for all of us, leaders included. When leaders decide to deploy a structured process to move their organizations forward, forces are set into motion that will challenge that decision—even as other forces are triggered that invisibly support it. Tune in/learn more.
Strange how most of us think that change happens—and how companies learn and improve. Stranger yet is how we seek to validate the progress we think we are making by identifying exact causes and the concrete logic of the physical. But what if an entirely different set of causes pertain? What if an all-but-undetectable logic produces tangible, physical outcomes? What if reality ain’t what it’s supposed to be? Yikes! Tune in this week when your host and visual expert, Gwendolyn Galsworth, takes you into the world of chaos theory, fractals, and morphogenic fields. Listen as she shares scientific and personal research about the largest gap in human knowledge: “What we don’t know that we don’t know.” The implications are compelling for all of us, leaders included. When leaders decide to deploy a structured process to move their organizations forward, forces are set into motion that will challenge that decision—even as other forces are triggered that invisibly support it. Tune in/learn more.
Question: Which is more important—visual or lean? Answer: Bad question. Visual and lean share a single destination: operational excellence. Listen this week as Gwendolyn Galsworth, your host and visual expert, explains why visual and lean represent a single comprehensive improvement strategy but with a telling difference in focus, process, and metric. They are allies, yet importantly and exquisitely different. Visual’s name for the enemy is information deficits; its macro metric is motion/moving without working. Its goal? Build flow. Build adherence. Lean targets the critical path; its macro measure is time and its corollary, speed. Its job is to dis-entangle the path that value follows—and then put pull in place. Which is more important: time or information? Another bad question. Like the wings of a bird, visual and lean are separate yet equal in impact. Ask a bird which of its wings is more important, and it will answer by flying off. Tune in/learn more. Let the workplace speak.
Question: Which is more important—visual or lean? Answer: Bad question. Visual and lean share a single destination: operational excellence. Listen this week as Gwendolyn Galsworth, your host and visual expert, explains why visual and lean represent a single comprehensive improvement strategy but with a telling difference in focus, process, and metric. They are allies, yet importantly and exquisitely different. Visual’s name for the enemy is information deficits; its macro metric is motion/moving without working. Its goal? Build flow. Build adherence. Lean targets the critical path; its macro measure is time and its corollary, speed. Its job is to dis-entangle the path that value follows—and then put pull in place. Which is more important: time or information? Another bad question. Like the wings of a bird, visual and lean are separate yet equal in impact. Ask a bird which of its wings is more important, and it will answer by flying off. Tune in/learn more. Let the workplace speak.
What happens when supervisors use metrics that drive—instead of measures that merely monitor? This week, Gwendolyn Galsworth (host/visual expert) shares the telling difference as part of her Visual Leadership series. The focus? The role of supervisors and managers as leaders of improvement. Too many managers falsely believe that posting KPIs on a dashboard will trigger improvement. They are wrong. When they deploy visual metrics instead, they illuminate cause, build local ownership of the problem, and use those metrics to drive us down the causal chain—the natural bridge to visual problem solving (VPS). Traditional PS organizes the noise around a problem. VPS doggedly pursues cause in the nested, multi-layered construct where cause resides. There is no silver bullet solution. Listen as Gwendolyn also shares her perspectives on—and experiences with—CEDAC®, ScoreBoarding, Rolls-Royce/Aerospace, Sheldalh, and Sumitomo’s great practitioner, Dr. Ryuji Fukuda. Let the workplace speak.
What happens when supervisors use metrics that drive—instead of measures that merely monitor? This week, Gwendolyn Galsworth (host/visual expert) shares the telling difference as part of her Visual Leadership series. The focus? The role of supervisors and managers as leaders of improvement. Too many managers falsely believe that posting KPIs on a dashboard will trigger improvement. They are wrong. When they deploy visual metrics instead, they illuminate cause, build local ownership of the problem, and use those metrics to drive us down the causal chain—the natural bridge to visual problem solving (VPS). Traditional PS organizes the noise around a problem. VPS doggedly pursues cause in the nested, multi-layered construct where cause resides. There is no silver bullet solution. Listen as Gwendolyn also shares her perspectives on—and experiences with—CEDAC®, ScoreBoarding, Rolls-Royce/Aerospace, Sheldalh, and Sumitomo’s great practitioner, Dr. Ryuji Fukuda. Let the workplace speak.
Question: Don’t computers make visual displays redundant? Answer: No, the reverse is true; displays are often the only means by which we can, in real time, find and share data from multiple sources (including but not limited to from computers) and cultivate operational excellence. As importantly, displays provide supervisors with the margin and means to master daily dilemmas and become leaders of improvement, not merely logistical expediters. Join Gwendolyn Galsworth in this second installment of the indispensable role displays play in not just improving performance but, as importantly, in providing harried supervisors with that modicum of margin that allows them to grow and lead. Listen as Gwendolyn shares her “10 + 5” add-ons for building more powerful displays and a more actionable understanding of what production data really mean. Learn more as she describes the legendary impact Charles Minard’s visual display had in depicting Napoleon’s disastrous march on Moscow in 1812.
Question: Don’t computers make visual displays redundant? Answer: No, the reverse is true; displays are often the only means by which we can, in real time, find and share data from multiple sources (including but not limited to from computers) and cultivate operational excellence. As importantly, displays provide supervisors with the margin and means to master daily dilemmas and become leaders of improvement, not merely logistical expediters. Join Gwendolyn Galsworth in this second installment of the indispensable role displays play in not just improving performance but, as importantly, in providing harried supervisors with that modicum of margin that allows them to grow and lead. Listen as Gwendolyn shares her “10 + 5” add-ons for building more powerful displays and a more actionable understanding of what production data really mean. Learn more as she describes the legendary impact Charles Minard’s visual display had in depicting Napoleon’s disastrous march on Moscow in 1812.
Change is never easy, especially when we are the focus. Join Gwendolyn Galsworth in the next show in her visual leadership series as she discusses the power of visual displays to help supervisors/managers learn the behaviors of becoming leaders of improvement. No longer harried expeditors of logistics, these hard-working lieutenants use displays to organize information into a single, centralized format so they can: a) see the dynamic relationship between complex layers of fast-changing data, b) derive meaning, c) make precise, useful decisions, and d) take timely, independent action. Through displays, supervisor gain control over their corner of the world, even when the pressure is on. Listen and learn how displays become the anchor for the supervisors need to know—morphing overtime into vital action centers for change. And, in the process of changing the workplace, these leaders-in-the making gain the internal margin they need to change themselves. Let the workplace speak.
Change is never easy, especially when we are the focus. Join Gwendolyn Galsworth in the next show in her visual leadership series as she discusses the power of visual displays to help supervisors/managers learn the behaviors of becoming leaders of improvement. No longer harried expeditors of logistics, these hard-working lieutenants use displays to organize information into a single, centralized format so they can: a) see the dynamic relationship between complex layers of fast-changing data, b) derive meaning, c) make precise, useful decisions, and d) take timely, independent action. Through displays, supervisor gain control over their corner of the world, even when the pressure is on. Listen and learn how displays become the anchor for the supervisors need to know—morphing overtime into vital action centers for change. And, in the process of changing the workplace, these leaders-in-the making gain the internal margin they need to change themselves. Let the workplace speak.
How can structural limits be useful to Executive Leaders? Study the X-Type Matrix and find out. In this episode in her visual leadership series, Gwendolyn Galsworth delves into the importance of the very limits the X-Type incorporates in its layout. More than any other visual leadership tool, the matrix teaches executives their most important function: how to say yes to the few and wait to the many. As the X-Type teaches us discipline and clarity, it also guides us in developing greater skill in deciding and driving on ever finer levels of detail and effectiveness. The X-Type teaches—and it does not waiver. It doesn’t give an inch. You learn ... or the tool stops helping you. Set it aside, blame the tool—but the X-Type merely waits until we learn the lesson it was designed to teach: We will fail as leaders if we do not curb our appetite and cultivate discernment—lean-ness in thinking and action. This is why the X-Type Matrix is the supreme vehicle for attaining our improvement future.
How can structural limits be useful to Executive Leaders? Study the X-Type Matrix and find out. In this episode in her visual leadership series, Gwendolyn Galsworth delves into the importance of the very limits the X-Type incorporates in its layout. More than any other visual leadership tool, the matrix teaches executives their most important function: how to say yes to the few and wait to the many. As the X-Type teaches us discipline and clarity, it also guides us in developing greater skill in deciding and driving on ever finer levels of detail and effectiveness. The X-Type teaches—and it does not waiver. It doesn’t give an inch. You learn ... or the tool stops helping you. Set it aside, blame the tool—but the X-Type merely waits until we learn the lesson it was designed to teach: We will fail as leaders if we do not curb our appetite and cultivate discernment—lean-ness in thinking and action. This is why the X-Type Matrix is the supreme vehicle for attaining our improvement future.
Why do some executives shake their heads in disgust at mention of the X-Type Matrix—while other sing its praises and credit it for not just saving their company but their jobs. The answer to the first: They were taught incorrectly and badly. The answer to the second: They were taught well. The X-Type Matrix is a single-author tool that allows the visual executive (YOU!) to translate, align, and integrate your company’s vision, mission, and strategy into actionable, cross-functional goals, and projects. Listen this week as Gwendolyn Galsworth, visual expert and your host, defines the X-Type Matrix in detail and explains: a) how a leader develops it; and 2) how that same leader deploys it through others. Once in place, the X-Type connects with the projects, targets, outcomes, and resources required to achieve coveted enterprise outcomes. It is your annual plan on a single page—precise, actionable, and exciting. Yes, there are mistakes to avoid and victories to win. Tune in/Learn more.
Why do some executives shake their heads in disgust at mention of the X-Type Matrix—while other sing its praises and credit it for not just saving their company but their jobs. The answer to the first: They were taught incorrectly and badly. The answer to the second: They were taught well. The X-Type Matrix is a single-author tool that allows the visual executive (YOU!) to translate, align, and integrate your company’s vision, mission, and strategy into actionable, cross-functional goals, and projects. Listen this week as Gwendolyn Galsworth, visual expert and your host, defines the X-Type Matrix in detail and explains: a) how a leader develops it; and 2) how that same leader deploys it through others. Once in place, the X-Type connects with the projects, targets, outcomes, and resources required to achieve coveted enterprise outcomes. It is your annual plan on a single page—precise, actionable, and exciting. Yes, there are mistakes to avoid and victories to win. Tune in/Learn more.
What does it mean for a leader to name the horizon? And why is that important? When a leader names the horizon, he names where he wants the company to go together. The horizon is the destination (for example, a 40-Day Engine). Join Gwendolyn Galsworth, your host and visual expert, as she continues her description of her Operation System Improvement Template (OSIT). “Deciding,” she tells us, is where visual leadership begins. The nine OSIT elements provide the foundation for this, allowing the leader to name: 1) customer; 2) vision; 3) mission; 4) values & beliefs; 5) strategy; 6) macro metric; 7) strategic principles; 8) tactical systems; and 9) methods. Attempting to run your company without a fleshed-out OSIT, she says, is comparable to the difference between skiing down the powdery slopes of your favorite mountain—or getting caught in a blizzard on that same mountain, without skis, without food, without a compass, and without anybody even knowing you are there. Tune in/learn more.
What does it mean for a leader to name the horizon? And why is that important? When a leader names the horizon, he names where he wants the company to go together. The horizon is the destination (for example, a 40-Day Engine). Join Gwendolyn Galsworth, your host and visual expert, as she continues her description of her Operation System Improvement Template (OSIT). “Deciding,” she tells us, is where visual leadership begins. The nine OSIT elements provide the foundation for this, allowing the leader to name: 1) customer; 2) vision; 3) mission; 4) values & beliefs; 5) strategy; 6) macro metric; 7) strategic principles; 8) tactical systems; and 9) methods. Attempting to run your company without a fleshed-out OSIT, she says, is comparable to the difference between skiing down the powdery slopes of your favorite mountain—or getting caught in a blizzard on that same mountain, without skis, without food, without a compass, and without anybody even knowing you are there. Tune in/learn more.
Have you seen this? Executives in front of dashboards and LCD monitors, eating up KPI and OEE data. Some, real time. Executives love it. We ask why. The answer is simple: Because they get answers to the question: “Should I worry—or can I relax?” This week, Gwendolyn Galsworth, your host and visual expert, explains that such tools provide executives with information but not with meaning, context or direction—without which executives cannot function effectively. As remedy, Galsworth presents the first of her top three visual tools to help leaders decide and drive (their job): Operations System Improvement Template/OSIT. At first glance, OSIT may look like just another version of the Toyota House (temple), capturing key TPS elements and ready for the office wall. But when fully understood and used, OSIT becomes the premier tool for defining the company’s corporate intent and connecting that to the strategy and principles required for stability and then dynamic growth. Tune in/learn more.
Have you seen this? Executives in front of dashboards and LCD monitors, eating up KPI and OEE data. Some, real time. Executives love it. We ask why. The answer is simple: Because they get answers to the question: “Should I worry—or can I relax?” This week, Gwendolyn Galsworth, your host and visual expert, explains that such tools provide executives with information but not with meaning, context or direction—without which executives cannot function effectively. As remedy, Galsworth presents the first of her top three visual tools to help leaders decide and drive (their job): Operations System Improvement Template/OSIT. At first glance, OSIT may look like just another version of the Toyota House (temple), capturing key TPS elements and ready for the office wall. But when fully understood and used, OSIT becomes the premier tool for defining the company’s corporate intent and connecting that to the strategy and principles required for stability and then dynamic growth. Tune in/learn more.
What does a leader of improvement do on the supervisory level? Does that new role overlap with such traditional supervisory duties as expedite and firefight? This week, as her series on Visual Leadership continues, Gwendolyn Galsworth (your host and visual expert) maps out the seven elements that define improvement leadership for supervisors and managers—and then explains how visuality is the glue that holds them all together. With “improve” as the anchor element, she walks through the other six: stabilize, measure, target, problem-solve, coach, and model. Then she shares a simple way for supervisors to self-diagnose and put those skills into action, without over-reaching or making too sharp a turn away from their current duties. First understanding. Then practice one new behavior at a time with a buddy—then another. Easy does it. It’s best to eat this particular elephant one bite at a time. Change is never easy, especially when you are its focus. But excellence requires it.
What does a leader of improvement do on the supervisory level? Does that new role overlap with such traditional supervisory duties as expedite and firefight? This week, as her series on Visual Leadership continues, Gwendolyn Galsworth (your host and visual expert) maps out the seven elements that define improvement leadership for supervisors and managers—and then explains how visuality is the glue that holds them all together. With “improve” as the anchor element, she walks through the other six: stabilize, measure, target, problem-solve, coach, and model. Then she shares a simple way for supervisors to self-diagnose and put those skills into action, without over-reaching or making too sharp a turn away from their current duties. First understanding. Then practice one new behavior at a time with a buddy—then another. Easy does it. It’s best to eat this particular elephant one bite at a time. Change is never easy, especially when you are its focus. But excellence requires it.
