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

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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

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Two new resources for your

input