Think about the skills that are needed to lead a successful Six Sigma team.
The first that are likely to come to mind are the ability to analyze statistics, a keen eye for improvement, the talent for interpreting large amounts of data, and a strong functional knowledge of the process. These are certainly important skills in making a Six Sigma project work, but they all lack one important component: people skills.
Successful Six Sigma project team leaders must rely on interpersonal skills just as much as they rely on their analytical skills.
People Skills Make a Difference
Developing exceptional interpersonal skills requires the same patient practice that Six Sigma professionals use to learn how to map a process or create a data collection plan.
Here is an important set of skills that are vital for Six Sigma professionals to realize success:
Communication – Six Sigma projects involve employees from different divisions of the company and different levels of management. Clear communication becomes more important when dealing with employees with different perspectives and educational backgrounds. A Six Sigma team that clearly understands its goals and objectives and communicates them plainly to everyone involved has a greater chance of getting lasting support and making meaningful long-term improvements.
Negotiation – Six Sigma leaders may have a clear vision of what they want to accomplish, but they often lack the full support of company stakeholders, and maybe even their own team members. Because of this, Six Sigma leaders must often negotiate for the resources they need. A clear vision of what they want combined with confidence, patience, and a listening ear helps Six Sigma leaders acquire their needed resources.
Accelerating change – Initiating change can be an uphill battle. Employees can become entrenched in an outdated process and oppose change. Six Sigma leaders can act as change evangelists and preach the gospel of continuous improvement that opens an organization’s eyes to the benefits of change and the pitfalls of inertia. Effective change agents know how to strike the right balance of hope and fear.
Time management – Project teams are most effective when they discover solutions and implement them quickly. Good Six Sigma leaders are always aware of the ticking clock. Leaders can take several actions to complete a project on time.
- Develop time-based milestones to track progress
- Concentrate on the few essential issues instead of many non-essential ones
- Hold short meetings that focus on actionable items
- Delegate instead of micromanage
Conflict resolution – Differences of opinion are natural among members of Six Sigma project teams, but constant disorder sabotages the team’s effectiveness. Team leaders can defuse disagreements by assigning roles within the team. Team members who clearly understand what is expected of them are less likely to fall into conflict.
Coaching – One of the strengths of Six Sigma is how novices in the program are mentored and coached by experienced Six Sigma leaders. Proper coaching helps beginners translate book learning into practical knowledge that can be used in real-world conditions. A good Six Sigma coach helps team members learn to solve problems rather than just giving orders.
A Six Sigma certification shows that you have the required quantitative skills. How you develop and demonstrate your interpersonal skills, though, can make all the difference in the world between a successful project and one that is doomed from the start.
