Coaching the Coach to Coach
In this abridged breakout session, we will learn the key survival skills to help you characterize your organization’s characteristics and match them up to the key points of coaching your coaches on how to coach. These will immediately be put into practice through 2 rounds of tabletop simulation.
Those of us involved in Lean will almost universally promote virtues of a coaching style of leadership. Most companies may desire their leaders to be coaches to the organizations for which they are responsible. However, there is a great divergence in practice as to what “coaching leadership” really means in day to day operations and how to go about developing it in any organization.
Often great coaches from the sports world are cited as role models to aspire to, and at a general level they represent aspirational examples of coaching to entire teams of people to achieve their best. However, we also have to reconcile that the reality of coaching a football team is not the same as coaching people in a business setting. The vetting process, motivations, cultural norms, and nature of work are all different and have a real impact on what is effective and ineffective coaching in our work lives. Also, from a practical perspective, if we need Vince Lombardi to run our factories then we will have a difficult time finding enough Vince’s to go around. Even within the business world, the realities from one firm are different than another. Hospitals, insurance companies, governmental agencies, factories, and farms are all very different from one another, so why should we expect one coaching style to fit all these situations?
So what do we really mean by “coaching” in our daily work life? What does it mean for your specific organization? Effectively fostering a culture of continually searching out problems and working in teams to resolve them requires a combination of environmental factors, competencies, and leader standardized work, all of which are aimed at engaging the hearts and minds of the workforce in creating a sense of ownership. It is often called accountability, but unfortunately this word has devolved to mean blame in practice. Instead we prefer a sense of ownership, with strong connections to the customer, the value driven purpose of the organization, and the teams we work within.
A big part of this is understanding what coaching means at each level of leadership. We have to reach the realization that each company has to become proficient at the skill of coaching their leaders to coach their teams. Hence the awkward title of this workshop.
The skill is rarely innate but can absolutely be taught to motivated people. How is this done? What environment do we have to create to enable it to work? What processes have to be put in place? What skills and competencies should we focus on to make it all work well?
We will examine all of these issues, learn a few key practical points, and put them into practice with two practice simulation rounds during the session.
In this session participants will learn to…
- What is a management system and how do you systematically characterize your own?
- What are the challenges of teaching any new management system to an organization?
- What are the attributes of Lean leadership methods and the behaviors that accompany them?
- What are the environmental elements that encourage and support the right behaviors throughout the organization?
- What are the primary coaching venues and opportunities for leaders within a Lean organization?
- What is the leader standard work within these venues?
- How does a company continually increase it’s rate of improvement over time?
Mark Hamel, is partner and COO at The Murli Group, Mark R. Hamel is an award-winning author, blogger, and speaker. He has played a transformative role in lean implementations across a broad range of industries including aerospace and defense, automotive, building products, business services, chemical, durable goods, electronics, insurance, healthcare, electric power, and transportation services. Mark has successfully coached lean leaders and associates at both the strategic and tactical levels.
In his 19-year pre-consulting career, Mark held executive and senior positions within operations, strategic planning, business development, and finance. His lean education and experience began in the early 1990s when he conceptualized and helped launch what resulted in a Shingo-Prize-winning effort at the Ensign-Bickford Company.
Mark holds a B.S. in mathematics from Trinity College in Hartford, Conn., M.S. in professional accounting from the University of Hartford, and an M.A. in theology from Holy Apostles College and Seminary. He is a CPA in the state of Connecticut and is dual APICS certified in production and inventory management (CPIM) and integrated resource management (CIRM). Mark was a national Shingo Prize examiner for eight years, has helped develop exam questions for the AME/SME/Shingo Lean Certification, and is Juran certified as a Six Sigma Black Belt.
Mark authored the Kaizen Event Fieldbook: Foundation, Framework, and Standard Work for Effective Events and co-authored Lean Math: Figuring to Improve. Both SME-published books won a Shingo Research and Professional Publication Award, in 2010 and 2017, respectively