Coaching in Lean Management Systems
Transcript of Coaching in Lean Management Systems
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Coaching in Lean Management SystemsLearning Session 3
“The Lean management system consists of the discipline, daily practices, and tools you need to establish and maintain a persistent, intensive focus on process. “
—Creating a Lean Culture: Tools to Sustain Lean Conversions, David Mann
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Introductions
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The PCG team
Julia LeAlicia Koné Karin Ellis
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Megan
RymskiCristina Cruz
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Zoom – Tips and Tricks
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Zoom tips and tricks
Setting options
Set your toolbar to be always visible.
This will allow your mute, participant,
and chat buttons to always be visible.
Clicking on either audio or video
carets will bring you to the settings
window. The left menu bar allows you
to toggle between setting options.
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Zoom tips and tricks
Chat and participants tabs
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Zoom tips and tricks
Gallery and speaker viewGallery view:
(Recommended)
Allows user to view
all participants in the
meeting at one time.
Speaker view:
Allows user to view
whoever is currently
speaking.
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Zoom tips and tricks
Renaming yourself
1. Click ‘more’
2. Click ‘Rename’
This ‘more’ tab can
also be accessed via
the webcam view by
clicking ‘...’ on your
webcam and then
selecting ‘Rename’.
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Ground RulesBe present—limit distractions. Turn off notifications from email, IM, etc.
Respect each other—everyone brings wisdom. We’ll learn from one another and will be using breakout rooms for small group learning.
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Lean Principles
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Customer value Waste
Respect for people
Continuous improvement
Lean Principles
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Elements of a Lean Management System
• Leader standard work
• Gemba walks – go see;
ask why; show respect
• Daily huddles and
retrospective meetings
• Andon response
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Standard Work of Lean Leaders
Respect people
Develop your people
• Continuous training
• Mentor and
Gemba walks
• Go see the work where it gets done
Maintain standard work
• Manage process instead of focusing on results
• Create standards and improve standards
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Management Roles in Lean Organizations
• Training workers in the process
• Walk the floor of the workplace to
see firsthand
• Maintaining the pace of work
• Monitoring standardized work and
procedures in the process
• Improving processes
• Coach and develop staff
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The role of management is to mediate between the organizational purpose
and the work that happens every day (or problems that occur every day).
• Define organizational purpose
• Identify high-level value streams
• Coach and develop managers
• Communicate organizational purpose
• Walk the floor of the workplace with
supervisors to see firsthand
• Define scope for high level
improvement projects
• Coach and develop supervisors
For Direct Supervisors For Managers
For Executive Managers
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Coaching
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What Is Coaching?
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Increasing self-awareness
Expanding their knowledge
Demonstrating new behaviors
Coaching is a set of beliefs, skills and practices used formally or informally to enhance a person’s accountability, abilities, and actions.
The coach helps the employee improve their performance by:
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Coaching vs. Training
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Coaching vs. Training
Training Coaching
ü Adding/changing
ü Instructor/Content led
ü Strict adherence to agenda and timeline
ü Conformity-driven
ü Focused on delivering
information
ü Measuring through
assessments
ü Group as unit
ü Revealing/reinforcing
ü Student (coachee) led
ü Flexible agenda and time use with emerging focus
ü Accountability-driven
ü Focused on noticing
experience
ü Measured through results
ü Individual as unit
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When to Coach
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• Untapped or unexpressed potential
• Boredom with routine
• New employee is struggling to learn
• Training needs to be reinforced
• A desire to promote or try something new
• Causing friction within your team
• Having problems accomplishing his or her job
• Stumbling while working on certain tasks
• In other words, when there are opportunities for
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Self-Reflection
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Reflect on someone in your life who has coached you effectively.
• What did they do that worked well?
• How did they communicate with you?
• How did they help you achieve your goals?
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Pulse Check• Do you have a continuous improvement coach- someone that is helping
you be better in the workplace? (y/n)
• Are you coaching someone else so they can improve in the workplace? (y/n)
• Is there room for managers in your office to get better at coaching for continuous improvement? (y/n)
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“Coaches have to watch for
what they don't want to see
and listen to what they
don't want to hear.”—John Madden
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Effective Coaching Characteristics
An effective coach is a facilitator who helps people:
• Be accountable for achieving their goals by
• Articulating a specific goal and how they’re going to accomplish it
• Gauging their progress and effectiveness
• Realizing when and how their actions are inconsistent with their
goals
• Understand performance expectations by providing feedback and
direction
• Identify improvement opportunities and provide support for continuous
improvement efforts by
• Seeing problems differently
• Removing barriers and constraints that inhibit individuals or teams
from fulfilling their responsibilities and meeting assigned objectives
• Understand and celebrate their work and progress
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Coaching Continuum
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Learner
does the leading
Coach does the
leading
Teaching CoachTelling and Selling
Stretching and
Challenging
Learning to Learn Coach
Encouraging and Celebrating
Showing and Helping
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Coaching Competencies
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“No, no different.
Only in your mind. You must unlearn what you have learned.”
“Master, moving stones around is totally different.”
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Six Core Coaching Competencies
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Giving and Receiving Feedback
Feedback is useful and often invaluable information that tells people how they’re doing and inspires
people to act.
The purpose of giving feedback is to help
employees continually improve their performance.
Giving feedback is a way of helping employees to consider changing their
behavior.
Feedback is most effective when used as
part of a frequent, ongoing dialogue
between you and those you manage.
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Guidelines for Giving Feedback
Giving feedback is hard because people sometimes react emotionally.
Keep the following guidelines in mind when giving feedback:
• Focus on Behavior
• Be Specific
• Be Sincere
• Give Feedback Early and Often
• Honor Requests
• Make Yourself Clear
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Steps for Giving Feedback
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1. Prepare for the feedback discussion.
2. Open discussion by stating the purpose
3. Focus on the issues.
4. Explain the impact.
5. Invite the other person to respond.
6. Acknowledge your part in the problem, when appropriate.
7. Discuss options and reach agreement on a solution.
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Steps for Receiving Feedback
1. Remain calm.
2. Listen.
3. Ask questions to clarify for
understanding.
4. Acknowledge other persons
viewpoint.
5. Briefly correct any misinformation.
6. Express your willingness to hear
suggestions or engage in mutual
problem solving.
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Planning for a coaching sessionThink through your approach in advance. Write it down, even. Ask yourself:
• What do I want to accomplish by giving this feedback?
• What are the issues? (Describe specific actions or behaviors you want to discuss.)
• What is the impact of these behaviors or actions on me or the organization?
• Did I contribute to this situation in any way? If yes, how?
• How will the other person likely respond to my feedback? How will I handle their reactions?
• What actions can I suggest to help improve the situation?
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Coaching Planning Form Use this form before a coaching session. Take the time to specify exactly what you hope to achieve
and how you intend to go about it.
Discussion with: Date:
Areas where coaching is needed (base this on observations):
Purpose of coaching session:
Desired outcomes:
Why it’s important to coach (e.g., What is at stake? What are the consequences?):
Potential Difficulties Methods for Handling
1.
1.
2.
2.
3.
3.
Specific Actions
1.
2.
3.
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Conducting a Coaching Session
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• Confirm that you both have the same understanding of the session’s goals.
• Keep the tone positive. Emphasize your sincerity in wanting to help.
• Discuss the pros and cons and then agree on desired outcomes.
• Present relevant data you have gathered during your observation of the employee. Exchange perspectives on the situation or opportunity at hand.
• Give the employee an opportunity to present his or her ideas and to respond to yours.
• Listen actively and ask open-ended questions before sharing your suggestions.
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Breakout Rooms:
Small Group Exercise
Instructions: Now that you understand the coaching styles and
competencies, let’s look at some scenarios that you may encounter
in your role as a manager or supervisor.
• We are going to place you in a break-out room with a small group.
• With your small group, please select one of the four scenarios you
received before the session and work through the questions.
• If you finish before the time provided for the exercise is over,
select a second scenario to work on. Appoint a spokesperson
and prepare to discuss your work with the full group when you are
returned to the meeting room.
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Large Group Discussion
1. Please describe how your group would coach the employee in the
scenario(s) you chose.
2. Given what you learned in the small group exercise and your own
experience with coaching employees or being coached:
• What would you recommend doing?
• What would you recommend not doing?
• What else have you learned that is helpful to consider when
coaching others?
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Coaching Beyond the Session
• Asking what is going well and
what is not.
• Sharing your observations and
reinforcing positive progress.
• Looking for opportunities for
continued coaching and feedback.
• Identifying possible modifications
to the action plan.
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Do’s and Don’ts of Giving and Receiving Feedback
The Do’s of Feedback
✓ Actively demonstrate how things can be done in alternative ways.
✓ Follow up with employees to see how they are progressing. Build milestones or checkpoints into the schedule of any program.
✓ Give employees a context in which to think about a situation. Use analogies and metaphors to explain what you mean.
✓ Offer new insights into old challenges or issues.
✓ Show support and appreciation when employees do things differently and show improvement. Help employees focus and build on their successes.
✓ Provide concrete and specific examples. Use a straight-talk approach.
✓ Recognize and celebrate individual and team successes when they occur.
The Don’ts of Feedback
o Avoid jargon, descriptions that are pompous
or vague, and judgmental language, which
puts employees on the defensive.
o Avoid giving destructive feedback or
comments.
o Avoid trying to build a case by linking one
particular situation to other situations.
o Avoid speculating on motives; instead,
check your assumptions.
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Workshop Evaluation
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Plus/Delta
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Please share your feedback on today’s Learning Session:
Plus’s
Things you liked, things that were done well
Deltas
Opportunities for improvement, things that could have been done better
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