Author Archives: Tim James "Mr. Procedure"

About Tim James "Mr. Procedure"

A communicator; all-purpose capability in writing, designing and presenting training for all facets of organizational function. While my focus has been manufacturing, my training/development experience includes supervisory and lead person development, audit processes, continuous improvement and Lean, and Quality Management System implementation.

Implementing Lean: Going Boldly Where No Company Has Gone Before?

Editor’s note: on occasion I take a question posed on a LinkedIn group discussion and expand on the response I provided to the discussion. Since I am very much at odds with the big-program (read, big-budget) initiative approach so prevalent as … Continue reading

Posted in Continuous improvement, Culture change, Leadership, Process, Process Analysis, Purpose Maps, Training, Training Program Development | Tagged , , , , , , | Leave a comment

So You’re a “Champion?”

One of the great highlights of my sports-fan watching occurred June 11, 2012. On that date, the Los Angeles Kings defeated the New Jersey Devils, 6-1 to claim their first Stanley Cup championship as an organization. For fans such as … Continue reading

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Leadership, Part 13: Shall I Serve or Shall I Rule?–Part 2

What is the leader truly after? Success for a people, an organization, a country, or success for Self? The barometer for any leader (that is, who they truly serve) will be seen in the degree to which they can build … Continue reading

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Leadership, Part 12: Shall I Serve or Shall I Rule?

In the discussion of the 7Cs, five of the seven Cs of the progression dealt with either how a leader ascends to the position of leadership or how they intend to retain their leader role. Only two of them–Consensus Building … Continue reading

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Leadership, Part 11: The Motivation to Lead, Part 2

My experience stepping into leadership took place in 1989. Funny, because I had actually been the “lead person” in the analytical chemistry lab for three years prior. I never really embraced it as a leadership position, ironically, which likely limited … Continue reading

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Leadership, Part 10: The Motivation to Lead

In the previous seven posts, I laid out a progression of leadership, with the understanding that the fundamental need for any leader is a group of people willing to follow. At one end, an individual through a crisis or through … Continue reading

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Leadership, Part 9: The Last of the 7 Cs: Coercion and Control

The quote is attributed to the English historian and writer, Lord Acton, in a letter he wrote in 1887: The tendency is for power to corrupt, and for absolute power to corrupt absolutely.  The final step in the progression occurs when a leader’s consuming … Continue reading

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Leadership, Part 8: The Sixth of the 7 Cs: Compensation

The sixth level in the progression, Compensation (or Consideration in Kind), involves the leader promising and delivering rewards to his supporters in exchange for their loyalty. This method of establishing followers is rampant across both the political spectrum and in … Continue reading

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Leadership, Part 7: The Fifth of the 7 Cs: Comparison

(Note: according to WordPress, this is the 100th post at mrprocedure.com. I guess my reward for reaching 100 posts is to begin work on the next 100. It was pure coincidence that my 100th post would occur during a presentation … Continue reading

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Leadership, Part 6: The Fourth of the 7 Cs: Cooperation

When most people talk about someone being an “excellent leader,” they are speaking of a Cooperative leader. Not that they necessarily put it in those terms, but the most effective leader is the one who, while being “one of us” … Continue reading

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