The first article in this series described what a burn out is, where it comes from, and that we can prevent a burn out using both an individual as well as organizational level.

Burn-outs are a very interesting phenomena. They occur mainly in western societies, and among younger generations.
In this article I would like to set out the symptoms of a Burn-out and what causes burn-outs. The next two articles of the series will describe how they can be prevented on both a personal and a corporate level. Most strategies discussed in these series are poposed based on the many management and personal growth books I have read over the years, and therefore do not include all possible intervention strategies.

In the progress principle, Teresa Amibile and Steven Kramer describe the secret behind truly productive people: progress. In a period of many years, they collected daily journal entrees from different people in different organizations, for a period between 9 and 38 weeks. With that, they collected roughly 12,000 diary entrees, which gave the authors the opportunity to analyze when participants described their day as productive and when not.
This article describes the progress-loop that the authors describe, and what you can do in your organization to positively influence this loop.

In their book make it stick, Brown, Roediger and McDaniel describe how we learn best, based on scientific research. The reason why this book is best seller is because this is not the way you think you learn best, neither is it the way students are taught to learn at school. This book reveals how you can improve your own learning, and if you teach, how you can improve your teaching.

This article first describes the traditional theories on how to study, which are proven not to be successful for long term learning. Then, it describes the learning methods that do work. Finally, this article highlights some things you can do as a trainer or teacher, to make your content stick better with your students.

In this LinkedIn Post, Philip Holt explains why tranditional managers ´saving the day´ is not the best way of problem solving.

In the anaglogy with Batban:
Batman cannot solve all problems in the city on his own, therefore, whenever he is solving crimes all by himself, without teaching the local police how to improve their way of solving and preventing crimes, the long term safety of Gothem will not improve .

In this sense: a HERO is somebody that Heijacks Excellence and Randsoms the Organisation

In their book Crucial Conversations, Pattersson, Grenny, McMillan and Switzler describe seven steps to improve the conversations we have that matter most. Crucial conversations are called as such, because these are the conversations that determine our future and the future of the people around us. They are therefore more than the conversations that are uncomfortable, frustrating or challenging.
After a short introduction to crucial conversations, this article will shortly address each of the seven steps described in the book to have a successful crucial conversation.

As a real lean enthusiast, I am stunned how many people introduce lean tools in their processes without success. How can you spend time on implementing a tool without making sure that it helps you achieve your goals?

I have written a book about it, lean Transformations, and in this book, I discuss a LEAN MATURITY MODEL (shown in figure 1) that should help you break the cycle of actions that do not lead to measurable improvement.

In ‘the Lean Start-Up’, Eric Ries describes the challenges of starting a new business, and how the lean philosophy can help taking critical decisions faster. A central theme in this book is the build-measure-learn-cycle in which products and services are designed and improved. The shorter the cycle, the faster you learn, and the faster your service or product will become successful. This article is focused on the same cycle.

In Lean Transformations, Thijs Panneman describes the crucial steps of different lean tools, so that they direcly lead to productivity improvements. How? By reducing mura, muri and muda. To explain how this works, the book is split into five different parts: the role of the lean transformation leader, understanding the lean philosophy, four steps of lean maturity, redesigning processes to improve flow and some lean tools that were described along the way in more detail. This article will shortly address each of these five parts.