COACHING FOR HIGH PERFORMANCE
Inspired by Fujio Cho, I learned from Toyota’s leaders their practice of coaching for high performance.
Over time, and after deploying it in different cultures and business environments, it has demonstrated the greatest effectiveness among many others that I have been able to learn and apply.
It is a model oriented to the learning of your associates. A process aimed at developing more leaders. A process aimed at developing the critical thinking of people to achieve everything they set out to achieve in life.
The process is defined by three phases of learning and four phases of coaching:
How does it work?
The learning of the associate is placed in the center through three iterative phases:
• Learning a new way of doing;
• putting into practice each day what is learned:
• teaching others to innovate and find better ways to do.
What does it mean?
Basically that people don’t know what they do until they are able to teach it to other people to make it better.
What is the leader’s role?
The leader guides this process of growth through a routine of coaching consisting of four steps and seven questions aimed at awakening the critical thinking and self-development of the associate:
The goal is not to guide the collaborator in an eternal way, but to enable each person to develop their learning process in a natural way.
When does it finish?
When the learner has made the process a habit. When this has become their way of thinking and acting every day, being able to grow others through the same process.
Jonathan Escobar Marin
Jonathan Escobar Marin is Director, Global Head of Lean Management at HARTMANN Group in Germany; and Co-Founder and CEO of Inn—Be.