Page 263 - The Toyota Way Fieldbook

Chapter 10. Develop Leaders Who Live Your System 239

TIP
If You Fail to Plan, You Plan to Fail
Leadership development is based on a plan. Using the key char-
acteristics of the Toyota screening process as the job require-
ments, and the abilities of leaders as defined by TWI, develop a
needs assessment for potential leaders. Define specific activities
and training for each of the skills, and establish a timetable for
when the training will be completed. If you are unable to make a
plan and to teach others the skills necessary to do your job, you
will not succeed in one of the primary responsibilities you have
as a leader.

Succession Plan for Leaders

The leadership development process should be based on a succession plan.
Every leader should develop subordinates so that there is always a smooth tran-
sition when leadership changes are made. The primary reason for developing
subordinates, however, is to strengthen the system and to have each person
capable of their highest potential. This is a great advantage to you as well, since
the more people who are capable of leadership tasks, the less you’ll have to
worry about every detail. It is also wise for the overall strength of the company
to have people with the necessary skills to step into leadership positions. We
recommend that a minimum of two people at each level be prepared and ready
for advancement at any time. More than that would be ideal, but two would be
a minimum.
Poll your people, and ask them who would like to be developed for leader-
ship positions. Make sure that everyone who expresses an interest is consid-
ered. Sit down and discuss the plan with each person, and explain the personal
sacrifices that will be required during the training process. Find out what their
interests are and what they think their strengths and weaknesses are. Never
assume that their skill levels are acceptable unless you’ve had firsthand experi-
ence with them in a specific situation.
It may be wise to at first work with those who have the fewest gaps in ability,
so that at a minimum someone is ready. But always give all individuals an equal
opportunity for development over the long term. This is similar to the training
plan for Job Instruction Training—always look at the immediate need, and
determine the least amount of effort that will fill that need. Once the immediate
need is fulfilled, continue working with others to develop greater breadth of
capability.