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Lean Coaching The Human Aspect
By John Vellema, May 14th 2015
Overall learning objectives • How Defense and Anxiety can stop a leader in performing lean
leadership, even if he/she has knowledge about the Lean tools and methods.
• How you can overcome your own Defenses and Anxiety, and thereby get the energy to becoming a better Lean leader.
• How Defense and Anxiety can slow down your Lean Transformation
• How you can work with Organizational Defenses and Anxiety when doing a Lean Transformation, and thereby release the energy and be proactive with your Lean Transformation.
Agenda
• The Triangle of Conflict • Coaching Leaders
– Exercise
– Sharing learning´s
– Case
• Coaching the Organization – Exercise
– Sharing learning´s
– Cases
• Q&A
The triangle of conflict
Anxiety Defense
Objec've
e.g. We get angry in a situation and uses the energy contained in the feeling anger to reach our objective = ideal situation
Source: Dr. Laura Mo6, 2014, unpublished.
Feelings/Energy
Anxiety Defense
ObjecCve
But, many times we unconciously connect to past experiences with these feelings, and our Feelings tricker Anxiety. The objective is no longer that clear, because of the Anxiety.
The triangle of conflict
Feelings/Energy
Source: Dr. Laura Mo6, 2014, unpublished.
Anxiety Defense
ObjecCve
The Anxiety now triggers our Defense. This defense can have many forms (withdrawal, speedtalk, ruminations,etc.). An effective Defense can cover our Anxiety and Feelings – unknowing to ourselves.
The triangle of conflict
Feelings/Energy
Source: Dr. Laura Mo6, 2014, unpublished.
Anxiety Defense
Objec've
The energy we use to keep our feelings down, will eventually dampen our motivation and energy - and can also lead to disease
The triangle of conflict
Feelings/Energy
Source: Dr. Laura Mo6, 2014, unpublished.
• Team up 2 and 2
• Ask the question:
”What do your leader need you to be?”
• Ask the same question, every time your coachee takes a long pause
• You change role after 2 mins (I will keep track of the time) Note everything the coachee does, but don´t say anything else
than the question during the exercise
Coaching leaders - exercise
The leader • He is a good and experienced leader (17+ years as a leader) • This is the third coaching session • The leader is struggling with ackowleding himself. He has a
craftman education, and has worked himself up to a director position in a good company. But, he feel that he is missing something -> as he does not have a Master education as the other leaders have.
The challenge in this coaching session: • He is standing in front of a new challenge: he needs to
develop a new KPI structure for his teams. The new Lean consultant that the company has hired wants to help the leader with this. How to use the Lean consultant, so it works for me?
Coaching leaders - Case based on a real coaching session.
Agenda
• The Triangle of Conflict • Coaching Leaders
– Exercise
– Sharing learning´s
– Case
• Coaching the Organization – Exercise
– Sharing learning´s
– Cases
• Q&A
• How do we show what respect for people is, when our Lean or TWI Transformation is allready behind schedule before we start?
• If we want to build trust with our leaders and work force – we need to build in respect for people into the transformation proces. How do we do this?
• How do we create a more gentle tranformation process, where we give space for employee concerns, feelings, vulnerability, etc.?
• HOW many of you can start your Lean or TWI transformation at a green field?
• So we need to look at it a different way!
Coaching the Organization - Respect for people, when we do a Lean/TWI TransformaCon? How?
Coaching the Organization - Cases: List of Conserns
- How do we empower and benefit from the more experienced workers´ tacit knowledge? - How do we secure an overall willingness to follow the job trainer/training? - How to gather and distribute improvements? - How do we communicate about TWI? What is the difference between TWI and Lean? - How do we secure that the experienced employees feel that they are truly appreciated? - The acceptance of the job trainers/the role Is everyone on the same page, and ready to focus on basic stability? - How do we measure the benefit of TWI? - How do we ensure that the Job Trainers get the time to prepare, train and follow up on the employees? ……..
Coaching the Organization - Cases: List of Conserns
Consern Driver Suppert Status Deadline How do we empower and benefit from the more experienced workers´ tacit knowledge?
How do we secure an overall willingness to follow the job trainer/training?
How to gather and distribute improvements?
How do we communicate about TWI? What is the different between TWI and Lean?
How do we secure that the experienced employees feel that they are truly appreciated?
The acceptance of the job trainers/the role
Is everyone on the same page, and ready to focus on basic stability?
How do we measure the benefit of TWI?
How do we ensure that the Job Trainers get the time to prepare, train and follow up on the employees?
…….
Coaching the Organization - Cases: List of Conserns
What are the risks of opening up for employee concerns?
What if we don´t take their concerns seriously?
What are the benefits of opening up for these concerns?
Coaching the Organization - Cases: Amcor, Giving Visibility to Concerns
At Amcor Flexibles in Horsens, Denmark, they started working with lists of concerns in connection with a TWI project, during which they have initiated a change process involving a limited group. The list of concerns has led to a swifter surfacing of anxieties, fears and concerns.
“We are a small group of people involved, and we are all very committed. The list of concerns was quickly cut by half, and we are continually following up on it. The list has contributed to the rapid
creation of confidence with the change efforts and the future, towards which we are heading,”
Eva Salenius-Lundberg, Continuous Improvement Manager at Amcor
Coaching the Organization - Cases: Idealcombi: A Faster and More Painless Change Process
Idealcombi, a Danish window manufacturer, has worked with list of concerns in connecCon with Lean implementaCon. ”We consider the list of concerns as an important element of our Lean efforts. It verbalizes feelings and anxie=es and contributes to concre=ze fears and
worries, thus reducing the space they take up in our heads. There is no doubt that the list of concerns in the end contributes to make our journey towards
Lean both faster and more powerful"
Torben Rathmann, Internal Lean Consultant at Idealcombi.
Coaching the Organization - Cases: PostNord Danmark Parcel Production
Some of the points on the list of concerns: Working to operaConalize how feelings and insecurity are handled. How do we ensure an effecCve and global change communicaCon? Will this be followed all the way through, or will it just be another bubble that bursts? Are the others going to accept my new role? ”I am confident that our efforts to expose and work with the concerns have
cleared a lot of stumbling blocks off our way. The list of concerns has contributed to shed light on the nervousness -‐ avoiding that it turns into coffee
machine gossip and murmurs" .
Karen Stenholt, TWI Facilitator & Lean consultant, PostNord Danmark Parcel ProducCon
