Cheryl Jekiel on Shifting Leadership: Empowering Teams Through Lean Problem-Solving

In this episode of People Solve Problems, Jamie Flinchbaugh sits down with Cheryl Jekiel, CEO and Founder of the Lean Leadership Center, to discuss the intricate relationship between leadership development and problem solving within organizations. Cheryl brings her extensive experience in HR and leadership training to the forefront, focusing on how companies can better develop their leaders by integrating problem-solving into the people aspect of their operations.

Cheryl begins by sharing insights into her leadership development system, CORE, which is designed to enhance coaching skills and assist organizations in implementing strategies effectively. She emphasizes that leadership is not just about solving technical problems but involves creating environments where people can actively participate in problem solving. The CORE program offers leaders the tools to facilitate this participation, shifting the responsibility of problem-solving from the leader to the team. Cheryl highlights that many leaders, particularly in traditional workplaces, struggle to adapt to this shift, as they often view problem-solving as their primary function. CORE aims to help leaders develop a new mindset, where their role is to support and coach their team to solve problems, rather than doing it themselves.

One of the key issues Cheryl identifies is the difficulty many leaders face in transitioning from a directive leadership style to one that is more participatory. She explains that while some leaders are naturally inclined to empower their teams, the majority need training and support to make this shift. Cheryl recounts her experiences in various organizations where leaders were unable to successfully implement lean practices because they lacked the skills to involve their teams in problem-solving. This observation led her to develop a comprehensive training program that not only teaches leaders how to coach but also provides them with ongoing support to ensure lasting change.

Cheryl also touches on the importance of continuous improvement in leadership development. She compares leadership training to athletic drills, noting that just as athletes constantly practice the basics, leaders must also continuously work on their foundational skills. She describes how her program has evolved from a two-day training session into a year-long development system that continues to grow as leaders progress. The program is designed to be simple yet effective, focusing on core leadership behaviors such as setting clear expectations, providing feedback, and recognizing team members' contributions.

One of the standout moments in the conversation is when Cheryl reflects on the success of her leadership development program in the state of Illinois. Initially skeptical, she was surprised by the positive results, with leaders reporting that they had more time to focus on strategic tasks as their teams became more autonomous in solving problems. However, Cheryl also acknowledges that the initial success was short-lived, as many leaders reverted to their old habits after six months. This realization prompted her to refine her program further, ensuring that the new behaviors became ingrained and long-lasting.

Cheryl is now pursuing a doctorate to deepen her understanding of the outcomes of her leadership development work. She wants to better comprehend why certain elements of her program work so effectively and how they can be improved. Her goal is to leave behind a legacy of leadership development that is not only practical but also grounded in scientific research.

For more information about Cheryl Jekiel and her work at the Lean Leadership Center, visit www.leanleadershipcenter.com or connect with her on LinkedIn.