Module 1 - Chapter 5 – Coaching Performance-Driven Teams

Building a performance-driven team involves identifying the team's current state, desired progress, and the pathway to achieve it.

This approach empowers individuals and teams to identify problems, understand their root causes, suggest solutions, and experiment until optimal solutions are found.

This leadership style emphasizes listening, questioning, and guiding, promoting a supportive and collaborative environment.

A valuable skill for leaders, involves relaying the employee's actions in a specific situation, highlighting the impact, and discussing potential improvements.

The ability to receive feedback and use it for learning and growth. It is essential for both employees and leaders.

A valuable tool for structuring feedback, highlighting the situation, task, action, and result.

Effective feedback is a gift that helps employees build lifelong capabilities and improve their performance.

Even with good intentions, providing meaningful feedback requires skill and practice. It's important to understand the employee's perspective and provide constructive guidance.

A management method where leaders visit workplaces to directly observe and interact with front-line workers.

A process where managers meet with teams and individuals to discuss performance, challenges, and opportunities for improvement.

The goals, objectives, and performance measurements that guide a company's operations.

Obstacles or difficulties that prevent individuals or teams from achieving their goals.

The ability to see the situation from different perspectives and collaborate effectively with people at various levels of the organization.

Enhancing teamwork, collaboration, and mutual understanding between all levels within an organization.

A commitment to ensuring consistent performance based on pre-defined standards and target levels.

The actual place where value is created in a business, often the production area or service delivery point.

These sessions are about building relationships, motivating employees, and improving performance through one-on-one guidance.

They involve a manager sitting down with any employee in the company to conduct a structured coaching session.

The sessions are aimed at creating a strong bond between management and all levels of the company, fostering trust and open communication.

Coaching sessions are not just about giving instructions; they're about inspiring employees to reach their potential.

One-on-one coaching sessions are meant to improve a manager's effectiveness as a coach and leader.

By addressing individual challenges, managers help their teams overcome obstacles and improve overall performance.

Coaching sessions provide a platform for regular feedback, allowing managers to track progress and identify areas needing improvement.

These sessions aim to create a more positive and effective workplace climate, where all employees feel supported and motivated.

Asking questions that don't suggest a right or wrong answer, giving the employee freedom to explore.

Questions should be clear and easy to understand, encouraging active thinking.

Questions that encourage detailed responses and deeper insights.

A coaching style where the manager asks questions to guide the employee towards solutions.

Asking about the process, steps, and reasons behind a situation.

Asking about the impact and implications on the team's goals.

Asking about what the employee can control and influence.

Asking about the next steps and actions to be taken.

Evaluating if a team meets expectations, including goals, standards, and progress.

A question that encourages team members to analyze the team's current performance, comparing it to expectations.

A question aimed at understanding why there's a gap between the team's current performance and the expected standard.

A question that focuses on how well the team understands the desired standard.

A question that encourages team members to proactively identify and propose solutions to improve performance.

A question that explores the factors hindering the team from raising its performance standards.

A question that prompts team members to think about how they can learn from successful strategies of other departments or teams.

A Japanese term meaning "the real place". In business, it refers to the place where value is created, like a patient bed or operating theater.

Identifying the root causes of problems, not just symptoms.

A process where leaders visit workplaces to directly observe and interact with front-line workers.

Identifying a problem in a department and understanding why it needs to be solved.

Questions asked during a Gemba walk to understand the problem and how to solve it.

A leadership style that supports employees to solve problems and improve performance.

An agreement between two or more parties, defining the level of service and quality expected.

Performance measures that evaluate the success of a company, department, or individual.