Team Members to Team Leaders: Developing the Capability through knowing the work (Immersive Simulation)
Karen Gaudet & Scott Heydon
Video clips of a developing team leader will be viewed and analyzed. Participants will clarify the team leader’s learning needs, and identify practical strategies for how to develop his problem-solving and coaching capability.
Referencing this case study, participants will reflect on their own role as a coach and their capability to develop effective team leaders.
Finally, participants will be challenged to develop a self-development plan to become a better coach for emerging team leaders at their own company.
By witnessing the learning journey of a newly promoted team leader, participants will breakdown his learning needs into practical skills and knowledge.
Then, participants will reflect on their own preparedness as a coach to develop these capabilities and create effective team leaders in their own company.
has over 20 years’ experience leading, training, and coaching high-performance teams of staff and executives in rapid-growth environments. Most recently, as regional director of licensed operations at Starbucks Coffee Company, she built a consistent track record of growing the number of retail stores along with the continuous improvement capabilities of people.
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.
Previously, she 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.
Scott Heydon is an executive with experience in strategy and retail operations through the implementation of Lean principles. After receiving his MBA from the Tuck School of Business at Dartmouth College, Heydon was a consultant and Engagement Manager for McKinsey & Company for nearly 5 years. After McKinsey, Heydon was an executive at Starbucks Coffee Company as Vice President Global Strategy, supporting the Starbucks Board of Directors and C-suite leaders in developing and executing highly successful long-term strategies that helped Starbucks achieve unprecedented growth and bring a new level of maturity across the organization. Heydon then focused on introducing Lean thinking principles and a Lean leadership approach to Starbucks. Heydon initiated Starbucks Lean journey by improving cross-functional processes at Starbucks headquarters. After several major successes Heydon was asked to lead a team focusing on improving the operational capabilities of Starbucks 17,000+ stores worldwide. The team’s efforts focused on delivering results specifically by building problem solving capability and business acumen at every level of the company.
After leaving Starbucks in 2011, Heydon dedicated his time to coaching others. His goal is to help other individuals and companies improve their team member’s capabilities at all levels of their organizations so they can better serve customers and create an improved work environment for employees. Since 2014, Heydon has partnered with the Lean Enterprise Institute to support their efforts of Making Things Better Through Lean Thinking and Practice by directly supporting several of LEI’s Co-Learning Partners.