High Confidence Culture

Presented By:

David Veech

Session Abstract:

This session will be an interactive discussion and presentation related to creating a culture of high confidence among the workforce, leading to high engagement and high performance. We will describe the efforts of several companies their barriers and successes, then ask the audience to break into small groups to share what sorts of activities and structures are shaping their cultures for the future. We will end with a summary of structures supporting vigorous learning and how vigorous learning is linked to high confidence and the expected outcomes from a few basic lean tools, properly applied and supported by leaders through any organization.

Learning Objectives:

In this session you will learn…

  • to describe the expected outcomes of a high confidence culture
  • to describe and give examples of structures that contribute to higher confidence and higher engagement for the workforce
  • to discuss the strength and weaknesses of various culture change efforts in organizations
  • to make a plan to initiate or accelerate progress toward a high confidence culture in a vigorous learning organization

About the Facilitator:

David Veech works with people to make workplaces more fun, exciting, challenging, and interesting. Leaders can make or break this kind of workplace, so he spends a lot of time teaching people how to be more effective leaders.

He is Executive Director for the Compression Institute, a non-profit organization dedicated to guiding learning organizations to dramatically reduce consumption of resources while improving the quality of life of its people and its community.

Mr. Veech also serves as a Senior Lecturer in the Department of Management Sciences at the Fisher College of Business, The Ohio State University, teaching Continuous Improvement for undergraduate students and is a core faculty member in the Master of Business Operational Excellence Program where focuses on creating great places to work by showing how lean, leadership, and learning systems contribute to overall employee satisfaction and well-being.

He is the author of “The C4 Process: Four Vital Steps to Better Work” (2011, Business Innovation Press, an imprint of Integrated Media Corp.) (www.thec4process.com) and “FirstLine: A team leader’s guide to lean thinking” (2005, PKI) (www.firstlineleaders.com)