A common challenge faced by coaches is maintaining the motivation of the learner to enthusiastically continue the process.  We will challenge the coach to understand coaching with the intent of building, rather than diminishing, the motivation of the learner by building on understanding of the fundamental psychological needs inherent in all people .

We will also explore common failure modes as to how teachers and coaches lose the interest of students over time, discuss countermeasures to these obstacles, and practice proven engagement techniques.

In other words, we will explore our Anti-target: how to ensure your learner quits and explore your organization’s current practice through this lens. Ultimately we want to understand what makes the learner quit, and seek to do the opposite.

This workshop will show you why a coaching style of leadership is critical to a lean workplace and successful transformation.  However, the challenge of creating coaching skills and shifting leaders from traditional,

Learning objectives:

1. Experience the difference traditional leadership has on employee involvement compared to a coaching style of leadership.
2. How to use coaching skills, to ask questions and effectively listen, in many daily leadership tasks.
3. Practice identifying specific team behaviors needed to achieve success and the leadership coaching skills needed to drive them.

Identify some next steps and resources for building a coaching style of leadership for yourself or your organization.

Cheryl Jekiel, Founder of the Lean Leadership Center, works with visionary organizations that require strong people strategies and systems to achieve their business vision.   

 She and her team help leadership teams increase the capability of their people to create limitless organizational value.  Ms. Jekiel has developed an expertise in lean manufacturing with a particular focus in cultures of continuous improvement.  Prior to owning Lean Leadership Center, Ms. Jekiel held several senior leadership roles including operations, human resources, and general management in the food manufacturing industry. 

 As the author of “Lean Human Resources: Redesigning HR Practices for a Culture of Continuous Improvement”, Ms. Jekiel is committed to building Lean HR as a recognized field of work.  She lives in the Chicagoland area with her husband and two dogs, Sid and Ginger. 

Change is hard. But you won’t create a joyful workplace by leading the way you’ve always led. In this talk, Rich explores his own journey to joy, focusing on how he had to learn to lead in a completely different way and, by doing so, witnessed results that exceeded his wildest expectations.

Participants will identify opportunities for coaching that might normally go unnoticed. Focusing on respect for people, this session reveals how tending to what people need to perform well provides a basis for developing a coaching style of leadership.

In addition to the traditional Lean applications, the session focuses on being aware of how leaders are interacting with their teams on a continual basis.  The session is based upon lean being both a mindset and a way to work.  Therefore, the coaching style of leadership also needs to be both a mindset and a way to work.  Not only is daily coaching an approach for leaders, but also amongst peers as members of a team.

Participants will first identify opportunities for coaching team members and then practice types of questions that are helpful to addressing these coaching challenges

Kelly Mallery is a Lean Manufacturing Coach at GE Aviation in Rutland, VT.  She joined GE in 2019 after 7 years of manufacturing engineering experience in solar and industrial consumer products.  Kelly has been practicing continuous improvement for her entire career and in the last two and a half years has transitioned from practicing to coaching.  She completed her bachelor’s degree at Dartmouth College in New Hampshire.  Kelly and her family live in the Upper Valley nestled between Vermont and New Hampshire. 

A results driven lean director and manager with over twenty years experience implementing lean manufacturing and continuous improvement. Deep understanding of the Toyota Production System with proven ability see any organization’s potential, cut to the core issues, gain “buy-in” and get things moving by engaging the entire team to develop solutions to impact the bottom line. An effective change agent who facilitates the process of discovery.

Specialties: Lean Manufacturing implementation in brown field or green field operations.

Operations Excellence · Leadership Team Training and Development · Study Missions · Strategy Development · Value Stream Mapping · Taming ERP / MRP Systems · Supplier and Supply Chain Development · 3P · Kaizen · Heijunka · Kanban · Work Cells · A3 Problem Solving

Always seeing the possibilities.