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Lean Coaching: Helpful Coaching is in the Eye of the Customer

11/30/2012

In this free webinar by Lean Frontiers, LEI faculty member David Verble helps you apply a customer-supplier relationship to coaching someone. For example, he asks how often do you listen to the voice-of-the-customer after sharing your ideas by asking the person being coached if his or her needs were met.

Learn more from David Verble about being a mentor and your other roles in creating a learning environment. Check the dates for the workshop Developing People with Capability for Lean.

 

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Workshops

  • Advanced Techniques for Humble Inquiry Questioning
    Specifically, Step 3, Skills to Coach for Development: Advanced Techniques for Humble Inquiry Coaching will focus on two critical skills to help you ask the right question at the right time. First, you will discover techniques for increasing your awareness of the coachee and yourself as two people engaged in a purposeful discussion. Second, you will learn ways to pick up on where the coachee is in his or her problem-solving thinking and ask questions to help them look more deeply or move ahead as needed. Together these skills will greatly improve your effectiveness in helping others to develop their PDCA problem-solving thinking.
  • Facilitating Reflection for Learning and Improvement
    This program will explore the nature and importance of reflection and give you opportunities to learn and practice the basic skills for leading the process of reflection. As with the other programs in the Skills for Coaching to Develop sequence, the focus will be on using humble inquiry questioning to facilitate others in reflecting.

Articles

  • Talking About Lean: How Leaders Support Improvement With Words and Actions
    In this comprehensive series of reflections, Lean Coach David Verble examines how the way managers and leaders talk to employees (and to each other) can contribute or be a barrier to, creating and sustaining a culture of engagement and continuous improvement. He explores healthy ways that managers can mindfully observe and improve how they lead employees.
  • Show Respect, Psychological Safety, and Social Neuroscience
    Mike Orzen and David Verble examine the meaning and lean relevance of showing respect, creating psychological safety, and the links between these two.
  • Be a Better Coach; Learn to “Force” Reflection Part 2: Forcing Managers and Execs to Reflect
    Most of the people on your team don’t learn from practicing continuous improvement. The reason is that their brains are programmed by nature to skip the most important part of the PDCA method– reflection. It’s so important that you have to “force” people to reflect, according to David Verble, who learned to coach as a Toyota HR manager. In this two-part story, he shows you want to do and what to say to force reflection.