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Creating Intention and Focus for Coaching Using a Structured A3/PDCA Thinking Process

Katie Anderson and Michelle Gabriel Lean Coaching Summit – July 2016

Minneapolis, MN

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Everyone is a teacher and everyone is a learner.” - John Shook

(Flow/agenda on flipchart not slide)

– Welcome and intros (5 min) – K & M

– Overview of Personal A3 process (15 min?) - K

– Case Study – our coaching story and lessons learned (25 min?) –M w/ K

– Coaching prep practice (8 min?) M & K

• Show 2 in process A3s – which questions would they ask? What are they thinking about?

– Your personal practice (25 min) – K w/ M

– Wrap up (5-10 min) - K

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Develop your people and get the job done…

accomplish those at the same time … AND IMPROVE

YOURSELF TOO!

The triple responsibilities of a Lean Leader

Image from John Shook, Lean Enterprise Institute

Key Lean Coaching Skills

• Active listening

• Humble inquiry

• Etc.

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INTENTION:“Shi-Ko”

HEART DIRECTION

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“Live less out of habit, and more out of intent.” - Anonymous

Use PDCA / A3 thinking to develop intention and process for personal improvement

Practice getting a little bit better every day.

Plan: What experiments will I try?

Adjust: What does better look like?

Do: What steps will I take and when?

Study What habits do I currently have? What words do I use? Where do I spend my time?

Study: How will I know that I’m improving? What is my process for reflection?

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Title: What are you talking about?

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Source: John Shook “Managing to Learn”

Personal Improvement A3 Title: Date:

Authored by:

Background Proposed Countermeasures

Why should I improve myself in order to be a coach / leader who creates an organization filled What experiments will I try on myself to become a better coach / leader of problem solvers?

with problem solvers? Why this, why now?

Current State

Habits / Actions I Currently Take ----> Outcomes From My Current Habits / Actions

(Strengths and Limitations)

PROBLEM STATEMENT - 1 Concise Sentence Plan / Next Steps

What steps will I take and when? What is my practice plan to develop new habits?

Goals / Targets

New Desired Condition. What does better look like for me? What, How Much, By When?

Analysis

Reasons for My Personal Performance/ for My Current Strong Habits and Limiting (Gap) Habits

Follow Up

How will I know if there's improvement?

How will I know if things are off plan?

How will I make time to practice?

What is my process for ongoing reflection / P-D-C-A?

Who else will I involve?

8 **Temple Designed by Margie Hagene**

Note- make this slide read better in this format

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Coaching Relationship Responsibilities Coach

• Ask open ended questions to keep the problem solving with the learner

• Offer observations from coaching sessions and gemba (help “hold up the mirror”)

• Challenge the learner to focus on themselves (not a process)

• Follow-up and check-in

Learner

• Own the thinking and the personal improvement process

• Experiment, practice, reflect and conduct personal PDCA cycles

• Practice getting a little bit better every day

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Coaches developing coaches

Katie Anderson, Margie Hagene and Isao Yoshino – Kyoto, April 2016

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Hold for our story

• Overview

• Share MG’s PDCA process from FY15 and FY16

• (maybe have a photo of us here and we talk to story)

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Michelle’s top take-aways

• This process takes commitment from the individual • Finding structure and having a coach helps keep it top of

mind, especially since many things that are important, but not urgent, always get sacrifices for the important/urgent

• The structure of the A3 and the process helps in cultivating the habit… this isn’t a one and done, but it’s developing a new behavior that will help be acquire new skills

• Using this process has deepened my own understanding of what is driving me and how to better focus to support my own personal and professional satisfaction

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Katie’s tips for Coaches

• This is for willing learners (not resistors). Learner has be committed to self-reflection and improvement.

• Don’t take away ownership of the improvement from the learner.

• Remind your learner to include strengths and positive habits – they can use strenths support how to close gaps limiting habits.

• Multiple PDCA cycle iterations is essential. Use this process as an anchor for regular coaching sessions and reflection.

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Practice

• Idea for small breakouts – see a partial A3 or early draft from one of your “staff” – what coaching questions might the group ask?

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USE THE PESONAL A3 PROCESS TO SET YOUR OWN INTENTION:

What is the one thing you are going to practice to improve your coaching

skills?

Practice PDCA / A3 thinking on yourself.

Practice getting a little bit better every day.

Plan: What experiments will I try?

Adjust: What does better look like?

Do: What steps will I take and when?

Study What habits do I currently have? What words do I use? Where do I spend my time?

Study: How will I know that I’m improving? What is my process for reflection?

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The Leader’s Job is to Develop His or Her People

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APPENDIX (HOLDING AREA)

(not likely to use these – Katie’s holding area / reference slides while building presentation)

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The A3 Thinking Process

As a standard process, the A3:

• structures effective and efficient dialogue enables mentoring, problem analysis and more

• fosters understanding followed by agreement enables problem-solving, decision-making,

execution and more

• does all of these things through engaging the thinking of the people touched by the problem.

Source – John Shook

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Practice - A3 Thinking

“Left Side” 1st Draft

of Your Coaching

Personal Improvement A3

Title, Background,

Current Condition,

Problem Statement and Goal

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Practice - Catchball

Asking Inquiry Questions

Three 12 Minutes Cycles of Practice

In each of 3 cycles there will be the following roles: Problem Owner Uses questions asked to begin to better Grasp the Situation.

Questioner Practices Inquiry only to support the Problem Owner with Grasping the Situation.

Observer Primary focus of observations will be on the Questioner.

Records all questions asked by the Questioner verbatim. (Also keeps time for the team.)

Process

5 minutes Problem Owner - Briefly describes the personal condition for which s/he has responsibility to improve.

5 minutes Questioner - Practices Inquiry – asking open-ended questions only.

2 minutes Observer - Reports what was observed and gives recorded verbatim questions asked (evidence) to the Questioner at the end of the round.

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Pure, Humble Inquiry

- Questions for which you do not have

the answer.

- Open ended, no idea / solution suggested.

- Questions of this sort help ownership

of the problem remain with the

person / employee to whom it was

assigned.

Helping by Dr. Edgar Schein

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Practice - Catchball

Asking Inquiry Questions

Three 12 Minutes Cycles of Practice

In each of 3 cycles there will be the following roles: Problem Owner Uses questions asked to begin to better Grasp the Situation.

Questioner Practices Inquiry only to support the Problem Owner with Grasping the Situation.

Observer Primary focus of observations will be on the Questioner.

Records all questions asked by the Questioner verbatim. (Also keeps time for the team.)

Process

5 minutes Problem Owner - Briefly describes the personal condition for which s/he has responsibility to improve.

5 minutes Questioner - Practices Inquiry – asking open-ended questions only.

2 minutes Observer - Reports what was observed and gives recorded verbatim questions asked (evidence) to the Questioner at the end of the round.

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Practice – Reflecting

• What was your experience of your

personal practice?

• Refer back to the chart. Which intentions,

behaviors or tools are you aware of having

practiced?

• What are you learning?

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• What are the Lean leadership and coaching skills required?

• What new habits do we need to create in order to achieve the process outcomes we desire?

• How can we apply A3/ problem solving thinking to our coaching or personal learning, and use this as a framework for skill development?

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