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Washington State Government Lean Transformation Conference Closing Remarks

Washington State Government Lean Transformation Conference Closing Remarks


>>Darrell Damron: It’s time to wrap this
thing up, don’t you think?>>John Shook: Oh, yeah.>>Darrell Damron: All right.>>Audience Member: Come on, Day 3!>>Darrell Damron: Oh, yeah. Day 3.
Day 3. Oh, okay. I hear the chants. [Laughter]>>Darrell Damron: Nice.>>John Shook: Second shift is about to start
today.>>Darrell Damron: Yeah.>>John Shook: Who’s with me? Who’s with
me? One more shift? [Applause]>>John Shook: All right. All right.>>Darrell Damron: We’re going to second
shift.>>John Shook: Yeah.>>Darrell Damron: Well, we have come to that
point. It is time to wrap it up. And I — I wouldn’t want to fail to mention the fact
of how generous you’ve been in terms of bringing canned food in that’s getting donated
to the Emergency Food Network of Pierce County. And so, the final poundage is 3,228 pounds
of food being donated. Thank you so much.>>John Shook: Woohoo! [Applause]>>Darrell Damron: So, we are at the close.
It’s time to wrap it up. And to help us wrap this thing up, we have Mr. John Shook.>>John Shook: Woohoo! Yay.>>Darrell Damron: Now, how cool is that?
We have Mr. John Shook for the wrap-up and the keynote, and LEI folks have been here
to help us. It’s been amazing. Thank you so much.>>John Shook: It’s been a lot of fun.>>Darrell Damron: It has been.>>John Shook: Are you still optimistic?>>Darrell Damron: I am eternally optimistic,
John.>>John Shook: That’s a good thing.>>Darrell Damron: I think — I think that
we are going to create a way of working in Washington State Government that delivers
better value to more Washingtonians and for generations to come, not just during this
administration. I believe that. It’s going to happen.>>John Shook: Hear, hear. [Applause]>>Darrell Damron: Now, my role is optimism
and Chief Inspiration Office, if you will.>>John Shook:. CIO, Chief Inspiration Officer.>>Darrell Damron: Yeah. It is. It’s kind
of a different CIO, right?>>John Shook: I think you’re pretty well
fitted to that role, if I have to say.>>Darrell Damron: It’s a custom — custom
made job. Others, however, can see organizations and people and life through a different lens.>>John Shook: Well, not to be a downer, not
to be Eeyore or the Grinch or anything, but to temper it with just with some — with — you
know, if you’re the eternal optimist, then some — everything’s yin and yang, right?>>Darrell Damron: Two sides.>>John Shook: And so, let’s see, I think
yang is the positive and yin is the kind of negative I think is the way it goes.>>Darrell Damron: The balancing force.>>John Shook: That’s right. It’s not
in conflict. It’s in balance. And I — and I just will say, I said cautious optimism
yesterday, just that — we were talking earlier with Wendy and whenever I get a chance to
do something like this — and I have to say, this has just been beyond my expectations.
It’s been outstanding. [Applause] Yes, you all deserve a round of applause. Beyond my expectations, the content, the diversity.
Diversity, yet the common threads throughout the entire thing. And more than anything,
I guess, really the — the enthusiasm. But whenever I do something like this, you
know, when it doesn’t go well, I tend to be someone who kind of beats myself up a little
bit, you know, “Why didn’t it go well? Why didn’t I plan that better? Why didn’t
I execute that better?” And you know, it — that’s a good thing,
I think. You recognize a gap and try to do better next time. When things do go well, such as in this case,
I always say, “Well, okay, but so what?” meaning, what’s going to happen next, right? Any active — any — any training, education,
or really anything we do is only as good as the follow-up, as what happens next. The proof
of anything, the value of anything is in what comes next, I think. So, what’s going to
happen next? And when things do go well with folks who are learning something, embarking
on a journey, I always feel a certain kind of an obligation to truly try to support it
— what’s going to happen next. So everyone — we’ve — everyone here, I
think we have older folks, more experienced folks, less experienced, younger folks, but
still everyone’s had the experience, you go to something like this and you get geared
up. You get excited. And you learn so much. And then you go back to work and then what’s
going to happen Monday or tomorrow, right?>>Darrell Damron: You go from the wave –>>John Shook: The wave –>>Darrell Damron: — to the work.>>John Shook: — to the work.>>Darrell Damron: Back to work.>>John Shook: Back to work. And then — and
that’s great. There’s always opportunity there. But then what to do to make sure that
— that — that we really carry forth? And so, there’s the tempering your optimism
and your — what it is it? Yin or yang? I forget now. You’re the yang, I guess. Just
with that sense that we really do want to make — it is an important thing to bring
about this change for the people of the State of Washington, the citizens, but also then
all the people who work because there was — what’s the — how many employees again,
the State of Washington?>>Darrell Damron: 68,000 or so.>>John Shook: 68,000 or so people. We had
2,700 here, which is a nice number, then that 68,000. Everyone is going to go back to work
and the people that we work with who weren’t here. So, one thought of what we could do, part
of Lean is always reflecting, learning, doing PDSA, Plan Do Check Act. So, we had a plan
for what happened. You and your team were planning the entire activity, but everyone
had a plan when they came here. You traveled here somehow. You had some expectation. So now, the next thing we do, now we had a
plan, we executed, we’ve gone through two days of experience together. So now, it’s
time to reflect on what we learned. And I guess I would — I’ll do this, we can all
do this, Darrell you and I can do it as well — which is we can compare what we went through
with what we expected. I expected — you expected something when you came here, however vague
or however explicit. However high your expectations may have been or however low. However much
you may have expected some specific learning or skill to take back versus more general. So, to really take a moment, to make it worthwhile,
truly to take a moment to jot down, “Here’s what I expected. Here’s what I actually
got.” You can start now. There you go. See, Darrell’s
doing it even now. Darrell the good ex-Marine who knows how to follow a –>>Darrell Damron: No such thing as an ex-Marine. [Laughter] I’m just saying, coach. [Laughter] But you are a great coach and I’m following
the orders.>>John Shook: And then, from that, I think
we need to make a plan to go back and share someone. Maybe not everyone. Maybe not everything
you learned. But share at least something. And then you think — need to think about
with whom and how to share. I think to think about that beforehand really
is — does help make it worthwhile. I really do. So to make a note, you know, set down
— you know, okay, “Here’s what I learned. Here’s what I wanted — here’s what I
want to share. Here’s who I want to share it with. And here’s how I want to share
it.” Could be sharing materials, looking at the
video. You know, there will be videos available in about three weeks or so?>>Darrell Damron: Yes. The videos will be
up, and the slide decks from all the presentations that you got to experience.>>John Shook: Including mine. I — you know,
whatever it’s worth, mine are absolutely available to anyone any time. And so, you
can look at those maybe together with someone — so at least one person — and at least
who you share it with, as you consider who, at least with your direct immediate supervisor.
It’s important that we share it with that individual. And then, if we are a supervisor,
share it with our team. And if we don’t do at least that, really, what we just went
through is going to kind of dissipate up in the air, go up in the ether. And then a few
month — a few weeks — maybe even a few days go by and it’s just kind of be — it’s
going to be gone. So, I think making that effort, taking that
time to reflect what did I learn? Who am I going to share it with? How? And then, I think a next step would be then
to find that — that one thing — just one thing is enough, I think. Is it — Darrell
wants you to do more than that, but I’m going to say one thing — [Laughter] — that you would really specifically do based
on something that you learned. I don’t know. It could be the two sell-out sessions that
Jim Benson did. You know, kind of controlling the, you know, the flow of work and how you
can get some — make some sense of how you give respect to yourself in terms of how we
distribute work. That could be something you could just give a try. And then, through that learning, hopefully
there was some networking that took place. There are others we can call upon who we met
here. People met you. People met Wendy. People met Holly.>>Darrell Damron: I’ve got a business card
holder full of contacts.>>John Shook: How many did you have — how
big is your stack of business cards.>>Darrell Damron: A bulging pocket I’ve
got here full of them.>>John Shook: A bulging pocket. So, I think if we at least start with that,
we can have — we can make sure that we don’t have that experience of, okay, I went to a
great — had a great time at a conference, at an event, and it can become something that’s
not just interesting, but useful. That’s actually a metric we sometimes use at our
events at the Lean Enterprise Institute. By the way, the Lean Enterprise Institute
is very small. We’re not-for-profit. We’re not out trying to sell what we do to everyone.
We exist, are mission-driven to help and support those who want to learn this and take this
further to improve their own work. That’s all. And I mentioned yesterday, and I want to clarify
that I — we’re a small institute. I do have a board of directors, a board of trustee,
a board of directors. And several of those members are very skeptical about us trying
to do anything in the public space, in government, saying it’s just a waste of time. We chose to ignore their — their direction. [Laughter] We choose to ignore their direction and decided
that we wanted to find at least some — we can’t afford — we’re not able to work
with everyone. We can’t do that. But if there’s one enthusiastic body in the government
arena in the United States, then we’d like to work with that organization and support
them however well, however we can, even though we’re very small. And we think that you
could be that place.>>Darrell Damron: Go Washington State! [Applause and cheers]>>John Shook: And there’s nothing I would
like more than for you to prove our board of directors wrong. [Laughter] All right. So, thanks for letting us be a
small part of this.>>Darrell Damron: Very good. Thank you. Thank
you, Mr. Shook. Yes. Well, that is the end. The last thing I would
remind you about, in terms of LEI and their partnership with us is that in July, we have
a — a coaching summit that’s happening in Seattle, so there will be another opportunity
to learn from folks in this local area and — about coaching. But it’s been a fantastic couple of days
because you have been here and making it awesome. So, go do great things. And we can do hard
things because we love Washington State and we’re public servants in it. So, thank you
very much. Have a great time. [Applause]>>John Shook: You can do it. Thanks. [Applause]>>Darrell Damron: Thank you, Mr. Shook. [Applause]>>John Shook: Thank you.

Author Since: Mar 11, 2019

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