Session Title:
Coaching Executives
Facilitator:
Chris Vogel
Session Abstract:
The objective of this workshop is to help coach an organization’s leaders to be able to understand conceptual differences between applying lean to their organization vs. integrating it into the business system with the expectation of creating a new problem solving culture, and what changes in their own thinking and behaviors are required so they can effectively support their organizational transformation.
In the course of the workshop, we will facilitate reflection sessions to help you clarify the current state of your organization and define the gap between where you are today and where you need to be. As you complete this organizational problem solving loop, we’ll engage you into thinking about your personal coaching and leadership habits and practices, what you have done as the leader, or as coach to the leaders, to help your organization make business improvements, and what your individual “gaps” are that need to be closed.
Topics to cover
- Lean – current state vs. desired state
- The key elements of the lean transformation
- Aligning Purpose-Process-People and the scientific method of PDCA to build the culture of continuous improvement
- The leadership role in initiating, implementing and sustaining the organizational change
- The creation of value fields
- Fostering organizational change through manager-employee dialogue
- Collaborative learning through continuous problem solving
Course Outline
- Overview of the company culture, structure and management system in participants’ organizations:
- What is your organization’s purpose? How is strategy developed around it? What is the process for communicating the strategy to ensure alignment across all organizational levels?
- What are the key processes in your organization? How do they function?
- How do you develop people to ensure they can solve problems, improve processes and drive business results?
- Develop Target Conditions for the lean organization – one that aligns Purpose, Process and People to create the environment of continuous improvements and effective problem solving
- Define a Gap to begin organizational problem solving
- The Role of the Leader in the lean transformation
- Reflect on what you, the coach or the leader, have done to support your organization and ensure your business is successful?
- Develop the Target Condition for lean leadership – knowledge, skills and behavior that are necessary to build and sustain the culture of continuous improvement.
- Define a Gap for further practice
- Next Steps – developing a plan to close the organizational and leadership gaps
Who Should Attend?
Those who should attend this workshop include:
- Senior leaders and line managers with some experience in lean transformations who are ready to move from the Tool Age to the development of a problem solving culture.
- Lean leaders who engage with and coach senior leadership to support lean transformations
Facilitator Biography:
Prior to joining LEI faculty, Chris worked for Wells Fargo as Divisional Operations Senior Vice President. During his last 10 years at Wells Fargo, he focused on forming a new division based on the blend of lean principles, culture and tools. Over a 5-year period, this division achieved the following results: Productivity Increase 136%, Lead Time Reduction 65%, Quality Increase 54%, Annualized Team Member Turnover of less than 6%. The Wells Fargo lean transformation included institutionalizing a lean learning model, establishing standardized work and process flow, integrating employee process improvement, transforming the management culture from directive / hierarchal to Socratic problem solving, standardized work for leadership, and making office processes visible and visual. Chris currently works directly with business leaders to drive customer value using the principles and tools of lean through his company Compass Affiliates.
