Leadership: Keeping Relationships Direct, Strong and True with TWI Job Relations.

Leadership – Keeping Relationships Direct, Strong and True with TWI Job Relations
Building positive employee relations, increasing cooperation and motivation, and effectively resolving conflict.

If you are new to TWI or have not yet embarked upon a cultural shift in your organization towards continuous improvement, you will encounter many issues around people’s perception of upcoming changes. Job Relations training teaches supervisors how to handle problems, how to prevent them from occurring, and, most importantly, it aids in developing a logical, common sense approach to handling issues with a people-centric view. The core elements of the program are extremely conducive to teaching the basics of consensus building and individual problem solving. This program lays the groundwork upon which you can build the next step of stability into your processes. Job Relations teaches the foundations of positive employee relations. Developing and maintaining these good relationships prevents problems from arising and is paramount to earn loyalty and cooperation from others.

When problems do arise, Job Relations teaches a proven method of getting the facts, weighing options, deciding, taking action, and checking results.

Benefits experienced from practicing Job Relations include increased productivity, improved attendance, better morale, and higher employee retention rates.

SESSION AGENDA

Introduction (Patrick Graupp)

Leadership is built on a foundation of strong relationships, the everyday relationships between people that constitute the “lubrication” which keeps all the components, and individuals, of a well-tuned management system working in harmony. Leaders, by definition, have followers and people will not follow you unless you have their trust and respect. The success of an organization depends on these relationships and this skill in leading can be learned and practiced through TWI Job Relations.

In this session you will:

• Be introduced to a model of Management Systems showing the role of Job Relations
• Understand how Job Relations affects everything we do in a Lean Management System
• See how the principles of good Job Relations bring success to a business culture
• See a review of the coming sessions and what they will present

The Proactive Approach (Oscar Roche)

I found, and others often say the same, that they leave JR training with a “reactive view”. There seems to be more emphasis on the 4-step method and participants seem to “present” situations in their examples “up the front” that are quite negative; they needed to “react”.

But the real power of JR is about what you can do proactively.

In this session you will:

• Get clarification on the “reactive” and “proactive” aspects of JR.
• Of examples where leaders missed opportunities to be proactive and examples of when they were.
• How the objective and possible actions alter if you “size up” a situation.
• Of what Art Smalley is referring to when he talks about a “plan for every person”.

The Four Step Method For Handling a People Problem (Melanie Edens)

Even the best leaders struggle with confronting “people problems.” This is probably the least desirable duty for any leader, yet one of the most important factors for ultimately increasing employee engagement and job satisfaction. During meetings with small employee groups, I frequently get feedback that their supervisor does not deal with people issues that have arisen.

In this session, you will:

• Learn why using the Job Relations Four-Step Method is so important.
• Learn of examples of why the Four-Step Method is so important with all decisions.
• Gain an overview of an easy to use Four-Step Method form.
• Learn how the Four-Step Method helps with team engagement and job satisfaction.

Getting Into Problems Early (Agata Pawlukojc)

Leaders often say they don’t have time for doing the “important things” well; they get stuck with the “urgent things”. The “skill” of recognizing developing problems is an “important thing” well worth investing in. Further, the discipline of turning that recognition into preventive actions will save you time in the long run.

In this session you will:

• Get clarification on the 4 ways that problems come up.
• Learn what is meant by “we often leave developing situations until they become alarm fires”.
• See an example that illustrates the how we can avoid alarm fires.
• Learn of the practice of recognizing problems in their early stages.

Close/Summary (Oscar Roche)