Preparing to Coach…A Field Leader’s Story “Just showing up ain’t enough”
Presented By:
Karen Gaudet
Session Abstract:
The actions taken throughout a lean transformation impact a number of things as we move to solve a clearly defined problem.
We look to understand how to improve the work, what capabilities the people will need, what management system will support the people and what underlying assumptions support it all. Each dimension becomes part of a coach’s preparation. Without work routines it’s hard to coach work improvement. And without established improvement skills (i.e. ERACS, Job Instruction), it’s hard to coach & develop capability.
A powerful ability to move forward and unlock the potential that resides inside ourselves, and those we look to serve.
Learning Points:
In this session you will…
- Engage in an understanding of the lean transformation case study through the lens of the field leader responsible for 2000 people.
- Gain an understanding around how preparing the work, the people, the process become critical in developing the capability to “show up” prepared to coach.
- Examine and reflect on your own current approach when preparing to coach. Take an opportunity to learn from and share with others
Facilitator Bio:
Karen has over 20 years’ experience leading, training, and coaching high-performance teams of staff and executives in rapid-growth environments to include Starbucks Coffee Company. As director of learning at LEI, Karen’s responsibilities include:
- Supporting Co-Learning Partners, a small group of select companies with a passion for collaborative learning and a willingness to share results with the global lean community.
- Managing and continue to strengthen LEI’s education curriculum.
- Delivering training at customer sites and public venues.
- Managing relationships with 40-plus faculty members, lean management practitioners who have years of hands-on experience implementing what they teach.
At Starbucks, Karen made recommendations on the creation of an operating system model line, then led the first application in a working store and provided feedback necessary for a broad, global implementation. She also led a team of coaches responsible for teaching problem solving and mentoring skills to regional executives, directors, and district managers responsible for implementing the lean operating system. Karen led the growth of Starbucks’ New England market and previously, held management and executive posts in operations, marketing, and training at large restaurant chains, a retail consulting company, and a technology startup preparing for an initial public offering.