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Chapter 3 Coach and Develop Others > Developing Leaders the Toyota Way

Developing Leaders the Toyota Way

When we step back and look at how Toyota develops leaders, there is a common set of expectations for leaders who are developing their staff. The key job of the leader/teacher is to teach the “student” to take responsibility for her self-development, yet remain accountable for the results. The results should be achieved by developing highly capable individuals to work effectively as teams.

Learning to Take Responsibility for Development

Leadership development at Toyota is a shared responsibility. As we documented in the previous chapter, Toyota puts great emphasis on selecting people who are highly motivated to pursue self-development. However, this does not absolve the teacher of responsibility. If people fail to develop, the blame lies primarily on the teacher or leader for not enabling, encouraging, and inspiring the development of his staff. One reason for this emphasis on holding teachers or leaders accountable for the development of those under their care is related to the point we made at the beginning of the chapter about Toyota’s pursuit of perfection. To pursue this goal, Toyota needs capable, highly developed leaders and problem solvers at every level of the company. Therefore, people’s development cannot be left to chance or happenstance. And it cannot be the responsibility of anyone other ....gemba and directly responsible for the people who need developing.


  

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