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Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results by Mike Rother

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Summary of Part IV

There is a significant difference between the approach and activities of managers at Toyota versus managers in our organizations. Both work with goals, targets, and outcome metrics, of course, but that is only a start for the Toyota manager/mentor, because she or he is charged with teaching. As the diagram in Figure P4-1 illustrates, the difference lies at the interface, the interaction, between manager and subordinate.

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Figure P4-1. A difference, at the point where managers and the people they manage interact

The teaching requirement and the overlap of responsibility—mentee responsible for doing and mentor responsible for results—binds ...

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