Coaching and Culture Change: The Missing Link

It is a paradox that Tom Brady, Peyton Manning, Tiger Woods, and LeBron James all have a coach, but in the world of management and leadership the suggestion that you should have a coach is too often met with a reaction that says, “What me? There’s nothing wrong with me, why do I need a coach?”

The Coaching Kata

If you go through my Team Leadership (Team Kata) course you will quickly be confronted with the strong suggestion that every manager and every team have  a coach to lead them through the steps of lean implementation and to provide feedback to the leader and team. But, you ask, where are we going to get all these coaches? Here is a clear answer.

One of the VON Canada Eastern Region site leadership teams with their coach, Andrew Chan.

One of the VON Canada Eastern Region site leadership teams with their coach, Andrew Chan.

At VON Canada, where all 250 managers are going through the Team Kata course, providing a coach for each team is a struggle, particularly if you assume that the coaches are full time staff and your teams are spread over a large geographic area. That is expensive. But, what if they were not full time, but rather peers who are assigned to coach a team outside their own area of responsibility?

One of the sections of the Team Kata course provides a coaching model. You can see the lecture on the Coaching Kata here. There is no reason why peer managers cannot take on the role of coaching, particularly if they follow a clear set of coaching kata questions that follow a parallel online learning program.

The Toyota Way of Coaching

One of my associates at the Lean Leadership Institute is Jake Abraham. Dr. Abraham was with Toyota for many years and was responsible for the coaching process. I asked him how this worked at Toyota. Here is his reply:

Thank you for your question.

Yes, every manager at Toyota had a coach. I had the opportunity to set this up while at Toyota.

Yes, it was economically not feasible to have coaches full time. There were no coaches full time, except there might be a master coach – like myself – helping with the development process of coaching – as part of my other duties as the continuous improvement & human resource development (TPS and Toyota Way) senior manager.

These coaches were other next level managers – assistant general managers, general manager, vice presidents and even the president. In some situations, we had very seasoned and senior managers coaching junior managers. So part of their daily work of operational management was also to coach others.

And, yes, it was also set up that coaching was provided by next level managers who were not their natural team leaders. It was set up as a mentee – mentor format – where a mentee might see a skill gap in a certain area within himself – and then he connects with a mentor – that has that knowledge and skill – to mentor that mentee – and help coach – mentor – close that gap. This was structurally set up where the skills of mentors were assessed and determined – and formalized – and advertised. The mentee’s gaps were also assessed and determined. Pairings were then done – to ensure match with personalities too.

So the structure would be this – each next level manager – who is a team leader for their manager – will coach their direct report managers – that is a must as part of their job – using the Toyota Business Practice and On the Job Development as the standard practice of coaching  plus they will coach – mentor up to 3 managers – outside their areas.

This system is also cascaded down – Managers who are immediate team leaders for their assistant managers – must coach them as part of their jobs – thru TBP and OJD as a standard practice – and these managers – will coach – mentor – up to 2 assistant managers – outside their areas. This would also include group leaders (supervisors) who would be able and capable to move laterally or upwards.

This was further cascaded down to Assistant managers and their group leaders (supervisors) – coaching as part of their job.

Hope this helps Larry



I have always been impressed by the fact that we learn more when we set out to teach someone else, than when we are simply a student. Stephen Covey used to require students going through his Seven Habits or Principle Centered Leadership course to learn the material and then teach others. Teaching others, or coaching, confirms and strengthens your own knowledge and your own appreciation for the power of a method such as the lean or team kata process. It seems to me that this should be a feature of every lean implementation.

New Year’s Wishes – To Be Challenged – Not “Happy”!

I hope you all had a great Christmas, or any Holiday you celebrate. And, I hope you are ready for a wonderful New Year. Not a “happy” New Year, but a New Year filled with great challenges. More about that in a minute. I have been very quiet on this blog for the last several months because my attention has been very focused on the challenge of creating great online learning courses. I first published my Team Kata course this year and I am now breaking that down into more manageable pieces and expanding on the topics that make up the Team Kata. I have published Problem-Solving Made Easy and Learn to Motivate Yourself and Others. Next up are Learn to Facilitate Great Team Meetings, How to Lead Value-Stream Mapping, and From Forming to Performing – The Basics of Team Management. My intention is that together these will form a … Continue reading

Toyota Kata, Team Kata, and Levels of Complexity

Implementing lean management, or any other change in the culture of organizations, requires a zoom lens to see the different levels of complexity required. Toyota Kata, lean tools, and other methods operate at some focal lengths and not at others. The well informed manager will have the ability to understand complexity and to use simple methods when appropriate. If you are photographer with only a 300mm lens you will miss a lot of great photos.

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Engaging Everyone in Lean! A Cost Effective Solution

Let’s be honest about lean implementation and training. In most organizations lean training is for a select few. These same few may engage a few more. But, the dominant culture, the dominant habits of working and managing too often do not change.

What if you had an effective method, and a low cost method, of training and engaging everyone in the organization? This is now available through an partnership of Lean Leadership Institute and myself.

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The Coaching Kata

I developed my Team Kata training course to provide a solution to training a large number of people, self-paced and over an extended period of time. But, coaching is essential to the learning process. Here are examples of the coaching kata that follow well proven methods of behavior based training.

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The Lean System of Motivation

One aspect of lean that has not been given enough attention, in my opinion, is how lean is an organization wide system of motivation that creates a high performance culture. Too many lean implementations suffer from a focus on problem solving skills, but a failure to attend to the system or culture of motivation. Too many rely on the “they oughtta wanna” assumption which usually results in disappointment.

A highly motivated work force is not an accident. It is not the result of being in one part of the country or another, have having a union or non-union. It is the result of systematic efforts on the part of management to design and improve a system of motivation. The most effective systems optimize both an ennobling purpose, the social bonds of strong teamwork, and the availability of individual incentives. They all contribute unique elements to a holistic system of motivation.

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New Year’s Wishes for All Leaders – Corporate and Country

Two years ago I published what I thought would be worthy New Year’s resolutions for managers. Below I am both repeating some of those and adding a few new thoughts. I hope they are worthy of your consideration. You might want to challenge your management team to agree on some collective resolutions for the New Year. It may promote a useful dialogue. First, Promote Unity of Thought and Action in the New Year: We live in a world of competition in which false dichotomies are promoted to gain advantage over others. The recent NY Times article on Benghazi, in great detail (for those who have the patience to actually read in-depth research) describes the complexity of militias with competing and changing interests and their varied reactions to American policy that led to the assault. Reality is often confusing and complex so we immediately dump reality into familiar buckets that give … Continue reading