I go to see the team(s) at work in my business areas – on a regular basis

I’ve attended a (daily) team meeting in the last week

I’ve been visible in looking at the info centre/visual management and measures – every day

Others know they can guarantee a chance to discuss issues or ideas with me at least on a weekly basis

I’ve had at least weekly conversations on the performance of the team, focusing on root causes of issues

I go myself to have a look at the process for my top issues, confirming the issue with the team and staff and observe the process

I practice active questioning

I’ve coached other team members or staff in how to deliver fact based recommendations for changes

I’ve coached other team members in how to analyse actual observed performance against assumptions

I ask staff to ‘go and see’ rather than relying on assumptions and impressions

I’ve communicated how Continuous Improvement fits with the department strategy

I congratulate small improvements made to the way they work

I am not happy with just meeting targets I like to set continually improving targets

Others in my group take ownership of their own ideas and lead improvement activities

Others in my group know that a small improvement done by them is quicker than a big improvement done by someone else

I am not afraid to try new ideas

I encourage the team to trial new ideas

I congratulate team members for trying a new way of working even if it doesn't work

I’ve started to challenge waste in my area of the business

I’ve started seeing things in a different light – removing waste in how I manage my time

I am open minded to changes if they are better solutions for the customer

Goals are set for my team to achieve together

I make time for team based activities

I encourage team based problem solving in addition to individual activity

I confirm no deviation from agreed team standards – in a positive way

When I see examples of great behavior or solutions I ensure that I highlight them, congratulate the team and ask my other teams to use these ideas

I understand the department performance challenge

I practice the performance challenge for my function, encouraging coaching and Feedback

I am not happy with just meeting targets I like to set stretch targets

I have sufficient understanding of the tools and information necessary to monitor performance of my team

My team actively participate in developing and implementing improvements to achieve . I have problem solving team building tools at my disposal

I encourage others in my group to consider how this gives value to the customer

I have regular sessions with the group to consider what is wasteful and to consider workplace improvements such as tidiness etc.

When the group look at problems we consider the causes and fix them rather than the effects

We have a structured approach to our team meetings with agendas and action points

When viewing a process change I understand the importance of who supplies and who receives information to and from the process

I follow a structured approach to change initiatives such as creating a charter/ mandate with objectives, activity plan and deliverables

I use a roles and responsibilities process such as who is responsible who is accountable, who should I consult before and who should I inform when doing process mapping

I display the right way to run a meeting effectively

My way of running a meeting is in a Plan-Do-Study-Act methodology

I understand the emotional cycle of change when setting out an improvement initiative