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Courses | Visual Leadership

Your Visual Pathways

Let the Workplace Speak

Visual Leadership

Executives & Supervisors Become Leaders of Improvement

Just as visuality can be used to build performance excellence in operations, so it can be used to define, shape, and strengthen leadership, on all levels—including for executives, managers, supervisors, and team leads.

Some people view effective leadership as a gift, bestowed upon those rare individuals with a burning charismatic persona and an exquisite business school education. Others know leadership is a skill that almost any executive, manager or supervisor can learn and master through the principles and practices of visual leadership.

Visual leadership includes a powerful array of visual formats that teach leaders-in-the-making how to:

  • Identify, clarify, and target key priorities
  • Link them to meaningful actions—projects
  • Drive those projects through aligned metrics (not KPIs)

As they learn and use these tools, executives and supervisors, alike, learn to shift their focus from just "getting through the day" to targeting, aligning, driving, and sustaining improvement. They develop a compelling need to lead. They become: Leaders of Improvement.

Company leadership is responsible for the corporate intent: finding, focusing, and driving strategic growth and tactical improvement. To do this, many executives, managers, and supervisors need to develop a fresh understanding of what effective leadership means and how to achieve it. They need to learn the principles and practices of Visual Leadership.

Based on decades of work with executives and implementation research, Dr. Galsworth has discovered that leadership is a process of skill building which matures over time. While she often works with teams—especially on teaching and coaching her set of seven behavioral skills to executives and, separately, to managers and supervisors—the more advanced learning and application for executives are best delivered in a series of on-going private sessions.


"Galsworth's visual leadership process delivered on its promise. Where before we were simply managers, we now have a highly effective team of leaders of improvement each and every one of us led by a GM who has learned how to decide and drive. This was a very big answer for us that continues to pay off."

Joe Lewis, VP of Strategic Improvement
Blue Steel Industries


Where You Begin

Our onsite work on visual leadership is typically organized around the following three foundational training/coaching sessions. Given sufficient personal connectivity between Dr. Galsworth and company leaders, these events can be very effectively delivered online or onsite.

Session 1

Profile of the new leadership. In our first visual leadership session, we introduce your executive and higher direct reports to their new role as Leaders of Improvement.

As part of this, we present the seven elements of Dr. Galsworth’s behavioral profile for executives—and then for supervisors and managers. Each profile has seven core elements, anchored in her visual leadership paradigm. Action assignments follow.

Session 2

Operations Systems Improvement Template (Naming the Horizon). In many companies, the purpose of the ranking site executive is only partly understood and therefore under-developed, especially if operational excellence is not a well-defined outcome. This second session is for the corporate and/or ranking site executive. That executive needs to grasp the tight relationship between the customer and improvement—the functional link between the company vision, mission, values, strategy, macro metric, tactical targets, and associated methods.

This is the focus of the second leadership session. In it, we present Galsworth’s Operations Systems Improvement Template (OSIT), an organizing framework that helps executives understand and implement this relationship as part of their new leadership role.

Most people who glance at the template (shown above) for the first time conclude that they already know it and understand it. "Oh, I see it’s the House of Toyota—again…." In fact, few fully understand the Toyota Temple—even fewer still OSIT .

Additional Information

  • Note-1: As homework after this session, your executive undertakes the development of this template for the company. This action assignment typically requires a three- to eight-week period to complete, depending on competing priorities. There is no rush.
  • Note-2: This is highly personalized work, best undertaken directly by the primary executive, with limited input from others until after his/her initial draft is in place. Dr. Galsworth is available for at-a-distance personal coaching.
  • Note-3: Consensus-based review can (and will) be scheduled—but not until after the template has been shaped by the vision and goals of your site improvement leader, I-driven.

Session 3: The X-Type Matrix (Linking & Driving Strategic Priorities)

Compelling, natural leaders are rare in any field, especially in manufacturing where a flood of priorities compete for resources and attention. In the next corporate outcomes that will enable him to say Yes to the few and Wait to the many—without sacrificing operational performance or market growth.

This framework is The X-Type Matrix—a mechanism specifically designed to help executives clarify, align, and drive high-level strategic and tactical outcomes. Again, many profess an understanding of this tool but the results demonstrate that they do not.

In this session, Gwendolyn presents and explains the elements of the matrix. Then, your executive fashions a matrix of his own over a period of four to eight weeks, with private coaching (at-a-distance) available as an option. The matrix is then introduced to and vetted (and usually somewhat re-shaped) by direct-report managers, before it is launched.

Also: If your company’s annual outcomes have already been defined, then the Matrix is used to validate, align, and drive those outcomes across the year.

Contact us for more information. Our team can provide you with answers or arrange for a discussion with Dr. Galsworth.