By the end of this session, participants will be able to:
- Apply the A3 process to facilitating a learner’s personal development
- Compare and contrast the A3 process used for personal development with the A3 process used in non-personal applications
- Identify key components of a coaching engagement and essential Lean coaching skills
- Identify personal habits, both strengths and limitations, that can be developed and/or improved upon by using A3 thinking for personal development
Upon hearing the word “A3,” many people picture a document describing organizational problems such as bottlenecks on the production line, gaps in quality measures, or a plan to close gaps to a business challenge. But the A3 thinking process can be used in a much more personal way.
To solve our business problems and achieve organizational transformation, we also look inward and recognize that we too are a condition that requires improvement.
By using the structured framework of the A3 process and with the guidance of a coach, learners can more deeply understand the impact of their current leadership behaviors and create a plan for their own personal development. Applying A3 thinking to one’s personal development can help accelerate the creation of better leadership habits by identifying gaps in skills and putting a plan in place for getting a little bit better every day.
This workshop will take participants through a unique version of the A3 thinking process, modified to facilitate and foster personal development. We will also discuss key coaching and leadership skills that support developing others as problem solvers, and tips for how to use the personal A3 framework to anchor ongoing coaching relationship. Coaches and leaders with personal-development responsibilities are strongly encouraged to attend, as a main focus of this course will be on guiding and coaching others through this process.
In this workshop, you will learn how to facilitate your learner’s discovery of their own improvement opportunities and create a plan for improvement by coaching them through the flow of a personal improvement A3, including:
- Background and Current StateUse humble inquire to support the learner to understand their current state and offer factual observations
- Problem Statement and Target/GoalsHelp the learner articulate their personal habits that require improvement define their desired future state with metrics
- AnalysisSupport the learner to uncover the reasons for the gap between their current actions and target state through root cause analysis and
- Proposed Countermeasures, Planned Next Steps and PracticeCoach the learner to determine experiments and countermeasures of how they will practice and improve and determine the how the coach can support the learner’s creation of new habits and ongoing reflection.
Through a combination of observations, descriptions, examples, exercises and discussions participants will:
- Identify the type of management environment necessary for successful and sustained individual and operational performance</li
- Describe the role and behaviors of the manager that create and maintain a lean environment and contrast them to those that undermine it
- Consider the functions of the lean tools in supporting successful performance
- Assess the extent to which the management environment in their own company or organization supports lean
- Identify and prioritize the core competencies needed by people working in a lean operation
- Describe their own roles and problem solving responsibilities in the context of the strategic priorities of their organizations
- Recognize the management behaviors that take away responsibility and hinder employee thinking and initiative
- Consider the difference between On-the-Job Training and Development and classroom education and recognize the function of each in a lean context
- Identify and assess the capabilities they need to develop to perform successfully in their own current roles and identify OJD responsibilities and assignments that could help them develop those capabilities
- Reflect on recent attempts to coach a direct report or mentor a co-worker and identify ways their actions and assumptions either supported or hindered the development of the other person
There is a growing concern these days about sustaining lean improvements after they are made. How to maintain the gains from those improvements and build on them is the burning question for many organizations and lean leaders. The fact that has been overlooked by many organizations is that while lean coordinators and facilitators and kaizen teams are invaluable resources for introducing and implementing lean tools, kaizen events and value stream mapping projects, it is the role of managers and executives to create an environment and the systems in which employees can and will take responsibility for the practices, behaviors and thinking that achieve, sustain and build on improvements made with lean. Drawing on observations, practices and values from Toyota, this workshop will examine the role of managers and executives in the development of people and operations capable of successful lean performance.
This workshop will introduce participants to the concept of a supportive management environment for lean performance. Participants will explore the manger’s role in people development and responsibilities in creating a learning environment. They will identify the perspectives, capabilities and behaviors required by the role and examine organizational systems and practices that support managers in carrying out their role to develop and sustain capability for performance in a lean operation. Participants will also have the opportunity to assess how the culture and systems of their own organizations support the development of capability for successful lean operation and individual performance.
- The Lean Manager’s role in people development
- The Manager’s partners in development and their roles
- The three levels of processes and practices necessary to develop people and capability for sustained lean performance and growth
An enabling performance and development environment:
- Starting from respect for people
- Operator-out or line-back organization of an operation
- Defining role and performance requirements in a value stream and strategic context
- Using lean tools and practices to create capable systems that enable successful performance
- Making the normal easily distinguishable from the abnormal
- Leading by defining purpose and cascading responsibility
- Establishing and maintaining problem solving responsibility
Opportunities for the development of core capabilities:
- Providing a description of core Lean capabilities by level
- Selecting on the basis core capabilities and readiness for role
- Offering pathways of education in role and required capabilities by level
- Using role clarification in performance planning and goal setting
- Linking performance and development in a performance planning and review process
- Using rotation and temporary assignment to provoke development
Development through the Job to Do the Job:
- Recognizing the difference between on-the-Job training (OJT)/on-the-Job development (OJD) and education
- Assessing the capabilities and needs of the individual performers
Giving stretch assignment:
- Focusing on the problem solving and job handling basics
- Providing opportunities for working outside the box or silo
- Defining coaching and mentoring roles
- Requiring and supporting self-reflection
Who should attend:
- Line managers/function heads and lean facilitators and coordinators who directly support them in their lean transformation efforts
- HR managers and professionals are welcome with the recognition that their role is more support than direct responsibility for development of individual lean performers (other than their reports and themselves)
Effective communication is rarely taught and even more rarely learned in our society. What follows is an outline of a few of the many keys to mastering the art of communication. Superior communication skills are unquestionably vital to living a life by your own design.
Communication, though it seems simple on the surface, is actually quite a complex area of business that costs companies untold millions every year. Most companies underestimate the importance of communication and therefore don’t give it the proper time, energy and resources that it deserves. The Effective Communication program can help your company and employees to improve communications skills, overcome communication barriers, and truly understand styles of behavior and the various ways of communicating.
The course is designed to help organizations to improve performance through effective communication and learn how to solve problems through communication. Learn 8 Steps approach to Effective communication.
The Power of Effective Teamwork Session Four:
- High-Performance Teamwork Benefits of Teamwork
- What is a Team?
- A Good Starting Point High Performance Teamwork
- Understanding Your Team
- Team Stage Evaluation Goal Planning Sheet
- The Cornerstone of Teamwork
- Trust Creates Respect, Synergy and Success
- Assuming Responsibility
- Being Accountable
- Communicating for Results
- Celebrating Your Success
- Levels of Trust
- Communication Strengths
- Opportunities for Growth
- High-Performance Teamwork