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HPS Consortium Update - April 2019

HPS Consoritum Update  - This month's feature - Tier 4 Leadership - Create a climate where the truth is heard.


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Improving Governance Through Gemba Walks

Learn how to improve Board Member Goverance through the use of Gemba Walks 


Article - Healthcare Execuitve Mar / Apr 2019.   




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HPS Consortium Update - February 2019

HPS Consortium Update - February 2019. This update features an article on the application of Drucker's 5 Questions and a Member Story on Big Brothers Big Sisters of Waterloo Region.


HPS Consortium Update



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HPS Consortium Update - January 2019

Introducing the HPS Consortium update. The update provides monthly information on our members accomplishments, how our thinking is developing, available resources and upcoming events.  


Don't miss out on future updates - subscribe today -  HPS Consoritum Update












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Share Showcase Challenge 2019

Is your organization ready for the Share Showcase Challenge?

Share Showcase is on November 21st this year and marks the 13th best practice competition in its current format. 

For 2019, I am launching the Share Showcase Challenge.

For the challenge, I would like organizations to provide me with a commitment in January that they are going to present at this year’s Showcase.    In exchange for the commitment, I will work with each of the organizations to help implement your improvement and develop your story for Showcase.


I have 20 spaces open for presentations and I will be taking commitments by date of response.

Please let me know by January 25th if your organization would like to take up the challenge.

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The Culture Experiment Continued - Culture and Values

When your team understands what your organization’s values mean, how they connect to the values and how they can observe values in action, research tells us that they are 51 timesmore likely to be actively engaged employees.   


So where do values fit into culture?


Culture is behaviour that is supported, expected, reinforced & valued by a group of people over a long period of time. Culture is typically based on an unwritten set of rules.  Values are an attempt to establish the rules of culture.


Values are typically defined by organization’s senior management group.   The values are communicated to employees and then senior management will sit back and wait for the magic to happen (which rarely ever does).  


In order for values to impact culture, we must have a deliberate approach and follow our PDCA (Plan, Do, Check and Adjust) model.


For example, one of the 8 traits of culture is ORDER.   ORDER is having a respectful workplace, having a structured workplace that allows teams to function well and having shared norms or values.   One of the values that supports ORDER is accountability.  Accountability is a very broad term and has a different definition for most people.   One option is to get your team to define what accountability means to them. One definition could be people say what they are going to do and actually do it.   This is better but may not be observable.   To make accountability observable, the team can define the value as an observable behaviour, such as team commitment to updating their visual performance white boards on a daily basis.   


What is observable can now be measured.   At HPS Consortium, we have been using the 28-day experiment to measure behaviours.   If a task is completed 28 times in a row, it will typically will become a habit or permanent behaviour.   In this case, we would use a calendar to measure the update of the boards 28 days in a row (observed is a green check, non-observed is a red check and red check means start over at day one).   


The value of accountability is now connected to ORDER as the team supporting an element of a structured workplace.


Remember, you have to be deliberate to enhance your culture and once you start, you need to pay attention to the results.    

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What HPS Consortium is Reading this Summer

I have been inspired by the number of summer reading lists that have come out in the last couple of weeks, so I thought I would add to the noise by adding my own books.  


The following have been used as part of my consortium development work and as you read them, you will see some of the concepts that we have been applying. 


If you click the titles, it would provide the details for the books .. and I do not get commission from chapters….


Please let me know your thoughts and if you have any questions.







Creating Great Choices –  I have incorporated Roger Martin’s  integrative problem solving and design thinking  model in the problem solving models used by the consortium . I have also incorporated the thinking in our approach to culture change.  The conflict model has been very helpful with our Lean Thinking for Knowledge Work ( Advanced Value Stream Mapping Facilitator ) training.


The Achievement Habit – My first introduction to Design Thinking.  This is a read for those that want to ‘do’ rather than just ‘plan to do’.  It also has my all-time favourite title to a chapter … Reason are Bulls**t .. something to live by.


Team of Teams – Teams work is how our organization’s excel.  The author is a retired US Army General who lead an engagement team in Iraq.   Through stories, he walks through how he changed how US agencies work together to become more agile and effective. It has some excellent examples of how we can build the same thinking in our own organizations.   Fans of Taylorism beware. If you are a keener, you can read the follow-up book One Mission as it provides more details on deployment of the thinking.  


Mindset  – This one could be a game changer for some of us.  It explores the concept of Close vs. Open Mindset.   I had a few personal revelations when I read it.


Creating a Lean Culture – A classic and a fundamental read on Management Systems.  Thanks to David for providing the core thinking that we used to build our Organizational System Thinking Model

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Solving our Problem - Knowledge Worker Capacity

Our big problem - Increasing the capacity of our knowledge workers - this is how the HPC Consortium members are solving the problem.   







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When Forrest Stops Running - So Does Everyone Else

What we learned in 2017 is when Forrest stops running, so does everyone else (thank you to L3 Wescam for the inspiration). From the iconic movie, after Forrest stops running, so do his followers and then lost, they ask 'what do we do now'?


Our HPS Consortium members continue to embrace Organizational Systems Thinking and are realizing strong improvements in performance. It is critical to have a strong and effective Management System that aligns to your Production (Product, Patient, Client, Consumer, Customer Flow) and your Human System.


With OST, you also need strong Transformational Leadership to support our system through Vision and Strategy Deployment. You need leadership at every level to demand transparency and support our humans to develop the thinking required for success.


Organizational System Thinking enables growth and discipline, Transformational Leadership demands and supports it.


The HPS Consortiums are keeping Forrest running through the 28 Day Leadership Challenge. What do you need to do to keep Forrest running strong in 2018?

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The 28 Day Personal Leadership Challenge

Three words that are misused and misunderstood - Leader, Problem Solver and Team. Just because someone is a manager does not mean they are a leader, just because someone fixes things does not mean they are a problem solver and just because humans work together, does not make them a team.


A successful Organizational System Thinking approach depends on competence in all three Human Skills.


To continue with skill development in our Consortium Community, we have launched the 28 Day Personal Leadership Challenge. The challenge focuses on using the 4 principles of Transformational Leadership to build strong leadership habits. The 4 principles are 1) Set the example 2) Holds yourself at a higher standard 3) Show discipline and control 4) Get your team to focus on the positive.


The challenge starts with a self assessment. For each principle, participants provide an example of how you demonstrate the principle and how your team would observe the principle. The reflection with help provide you with a current state view of your transformation leadership impact.


The next step in the challenge is for one of the principles develop a plan on how to improve your skill - what action you are going to take and how will that be observable for your team. For the next 28 days (it takes 28 repetitions to form a habit) journal the results - check and adjust.  


Once you complete the firsrt challenge, repeat until you become an exceptional Transformational Leader.  


Remember, every High Performance Team has Transformational Leadership at its core.


Let me know if you are up for a challenge and we can get you started on your journey.

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Scott Smith
May 1, 2019
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