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Coaching: A Core Skill for Transformational Leadership
John ShookChairman & CEO
Lean Enterprise Institute
What leadership
behavior and management system do we need?
WHAT is our
PURPOSE?
What situational problemdo we need to address?
How to do and improve
the work?How to develop
capability?
What is our BASIC THINKING??
What leadership
behavior and management
system do we need?
2
"Lean leaders focus less on providing the right answers than asking the
right questions to engage others in exploring them through investigation to learn through doing.”
3
Lean Leader Behaviors
The key capability for
building problem-solving
skill is… coaching.
The key capability to be
built is “problem-solving”.
Capability building is
necessary for successful lean
transformation.
where you want to be
where you are
“Problems” are Everywhere
6
Gap = “Problem”
Gap = “Problem”
AKA: Obstacles, Challenge,
Opportunity, Aspiration
Coaching: A Core Skill for Transformational Leadership
John ShookChairman & CEO
Lean Enterprise Institute
2015
As for “Coaches” – AKA…
“Developing capability through the job via purposeful
instruction, targeted questioning and challenging counsel to solve problems and continuously improve
performance.”
8
Lean Coaching
Lean Learning
• Lean Learning is learning through doing – experiential-based learning.So, how to facilitate experiential-based learning?
• It doesn’t mean just “get experience”. Wrong experience will teach the “wrong” things. So, we ask “what is right experience and how can
learning be facilitated through it?”
Build structured opportunities for people to learn the way they learn most naturally.
Build structured opportunities for people to learn the way they learn most naturally.
From Design of Experiment to Design of Experience
Lean Learning
-Standardized Work-A3 -Kata-TWI-Kanban-Kaizen-Science-PDCA
-Design the “Setting”- Physical
Environment- Social
Environment
Social-Technical Job DesignWork as Design-of-Experience for Learning
• What is “design of experience” and who does it?
• Design of the physical and social setting or environment.
• Three roles to facilitate learning of PDCA (science):
1) Learner 2) Coach 3) Architect
“Design-of-Experience”?
Fostering Deep Thinking Self-Learning Individual, intentional PDCA Learning Cycles
How do I improve this situation?
A D
P
C
Try
Reflect
Struggle to do-Why?!
What is mytarget condition?
4 Types of Problem Situations
4 Aspects of Coaching Situations
CP1 Person
CP2 Process
CP 3 Proble
mCP 4 Coaching Plan
Two Master Coaches
Architect of the Toyota Production System ESPN Coach of the Century
Taiichi Ohno
John Wooden
16
Developing Skills To Become a Master Lean Coach
— A
SS
ES
SM
EN
T of LEA
RN
ER
—Requires assessm
ent of learner’s skill and openness to being coached …
by YOU
EXPERT
NOVICE
SIMPLE COMPLEX
— ASSESSMENT of CHALLENGE or PROBLEM SITUATION —Requires deep problem-solving skills and often
deep knowledge of the subject matter
– CO
UN
SE
LING
-- IN
STR
UC
TING
—
DIRECTIVE INSTRUCTION
ZONE
OPENCOUNSELING
ZONE
Developing Skills To Become a Master Lean Coach
— A
SSESSMEN
T of LE
AR
NE
R —
Requires assessment of learner’s skill and
openness to being coached …by YO
U
EXPERT
NOVICE
SIMPLE COMPLEX
— ASSESSMENT of CHALLENGE or PROBLEM SITUATION —Requires deep problem-solving skills and often
deep knowledge of the subject matter
– CO
UN
SE
LING
-- IN
STR
UC
TING
—
DIRECTIVE INSTRUCTION
ZONE
OPENCOUNSELING
ZONE
EXPERT
NOVICE SIMPLE COMPLEX
DIRECTIVE INSTRUCTION
ZONE
OPENCOUNSELING
ZONE
Coaching skill, per se, but also: Skill in assessing problems (gaps, challenges) Problem Solving Skill Skill in assessing skills Skill in assessing “openness”
Developing Skills To Become a Master Lean Coach
OPENNESS TRUST
• “Establish mutual trust”• “No problem is problem”• “Lead as if you have no power”• “Leaders have responsibility to develop
people”
Four lessons in leadership from NUMMI:
• “Establish mutual trust”• “No problem is problem”• “Lead as if you have no power”• “Leaders have responsibility to develop
people”
A key lesson from NUMMI or GM or GE or Starbucksor basketball or fishing:
Establish “Mutual Trust” …Let’s explore a bit…
Trust: Two Dimensions
Two dimensions of trust: Intent and Competence • Trust of intent: Trust that you intend to do
your best.• Trust of competence: Trust that you can do it
right.
The Four Trusts of Lean Thinking
INTENT
PeopleWant to do the
right thing
SystemThe organization
tries to be fair
COMPETENCE
PeopleAre capable of doing the right
thing
SystemThe technical will
work mostly as intended
GRANTED MUST BE EARNED
MUST BE EARNED
MUST BE EARNED
Trust – Competence – Confidence
Confidence is trust in one’s self.
Trust from others is a reflection of their confidence in you.
Competence – Confidence – Coaching“Confidence is a feeling, which reflects the coherence and cognitive ease of processing information. ” - Daniel
Kahneman
“Confidence comes from competence.Competence comes from coaching.”
- Skip Barber
25
Two new resources for your
input
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