ABSTRACT
This chapter focuses on the nuts and bolts aspects of leadership that can greatly impact workflow. In a nutshell, Lean leadership consists of organizational structure, flow, and feedback and positioning. When managers are asked to create a project organizational chart, too often they look upon the assignment as one more unnecessary chore handed down by upper management. Construction managers look upon activities such as pricing, scheduling, Potential Change Order (PCO) submittals, Requests for Information (RFIs), budget reports, etc. as disparate activities. Work plans should be reviewed in stages, so that in subsequent staff meetings, each manager can report on whether or not they are on track. Managers who are a bit savvier obtain a rudimentary assessment of their teammate's capabilities from upper level managers and position people in accordance with their technical proficiencies. Many well-run companies spend a great deal of time, effort, and money establishing solid policies and procedures that do advance the building process.
