Your company can fail the lean implementation if your managers do not change their psychology and are not proactive in the program.
Our coaching program guarantees that in six months, your managers will be transformed from immobile and frightened actors into leading characters for Lean.
The primary challenge of today's business is always the same
To be capable of managing people and not machines
Many of today's leaders who hold operative roles are, at the very least, good technicians or profound experts in business processes.
This is not enough nowadays. The work is becoming more complex, and much of the work of their subordinates is purely intellectual.
It is no longer a question of leading (in military style) machines with combined workers but to get the best from the people who use sophisticated equipment and technologies.
If your people behave like statues and cannot change, help them.
Do you remember the following?
In 2007, Apple introduced the iPhone. Years later, Nokia, the absolute market leader until 2007, was sold to Microsoft, and its market share dropped to a mediocre 5%.
What were the Nokia managers waiting for to take action?
In 2007, Blackberry was a leader in the smartphone sector. Today, It is looking for the best bidder to purchase the company, but there is a problem: no one wants to buy it.
What were the Blackberry managers waiting for to steer the wheel?
Kodak was the world leader in the photography industry for decades. Today, Kodak has gone out of business.
What were the Kodak managers waiting for to jump on a new type of business?
In 2009, the Fiat group took advantage of the economic crisis and purchased for a few bucks the ownership of Chrysler, the third largest USA automobile manufacturer, which had filed for bankruptcy at the time.
What were the Chrysler managers waiting for to implement the necessary strategy changes promptly?
Do You Think That Your Managers Are in The Following Situations?
Need for Accelerations
Your managers do not seem to understand that at this exact moment, on the other side of the world (or perhaps very close to you), a group of people is producing, packaging, and shipping a product, maybe not better than yours, but which will undoubtedly increase competition in your market.
Everything is accelerating; it is essential to be able to work in teams today to make quick, correct, and shared decisions.
Journalists are not Managers.
Often, department heads do not clearly understand the distinction between communicating about problems and being active about them.
Some managers behave as if their work consists in communicating the problems but not being active in solving them.
Fear of teamwork
Some managers still do not know how to work in a group and react with fear. They do everything alone, in a corner, without telling anyone anything or just to a trusted few.
Their solutions are often incomplete and do not consider critical factors, slowing down the company's evolution. They are looking at the tree but not at the forest; they are still unable to do the opposite.
Ineffective teamwork
Several managers want to work in a team but do not know how to do so.
They do not know how to impose (when necessary) the rhythm and schedule that a specific project or action requires.
They have a hard time telling others what must be done.
They are afraid of making decisions and taking responsibility
Making a decision is necessary; it is an essential act in a manager's job; decisions made too quickly or too slowly can create disasters.
Some of your people probably lack the flexibility to switch between visions easily.
They are too involved in the particularity of their work. They remain enclosed inside their little box for a long time without coming out to see what is really taking place in the department for which they are responsible.
Coaching is the primary approach to facilitating change in your leaders.
This allows a person to reflect on their performance, become aware of the necessary improvement points, and be assisted in his/her change efforts until they are fulfilled.
All great managers and professional athletes use a personal coach because:
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They want to understand the reasons for their performance
Often, subordinates or colleagues do not tell their boss what they think, how they do things, or the actions taken.
They do not wish to be hurt, or perhaps they do not want to be hurt by the reaction.
This leads to supervisors being, potentially, on their own.
Only a coach can help a supervisor perceive the image he projects towards colleagues or subordinates and the influence this has on the company.
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They wish to maintain high motivation towards their objectives.
Suppose your leaders have broad autonomy or strong decision-making power. In that case, they will, at times, find it difficult to be self-motivated to go further beyond their limits and, as such, achieve even more significant results.
The coach is the one to incite, monitor, and motivate them to achieve their objectives.
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They want to know what type of change needs to be implemented to improve.
Achieving new goals implies the ability to change and further improve.
But what should be changed or become better to improve to the next level?
The Kaizen Coaching Plus Program is unique because:
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It is developed to facilitate any lean manufacturing implementation programs
It is conceived for those managers (and their collaborators) who must face the wind of change brought by any serious lean implementation program.
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It guarantees results
If the preset objectives are not met after six months of coaching, KCI Ltd will completely refund the amount paid.
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It is created to increase the performance of your leaders
The context in which your leaders operate requires a personalized combination of values/ideas and skills to be acquired that is specific to their role and the type of company they are in.
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Includes a system to measure the level of change
How can you objectively evaluate whether the change has taken place? Our measurement system will help you identify the starting level of behavior that requires change and the current level achieved.
This measurement system is the basis for contractually evaluating whether the coaching program worked.
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Includes a focus on knowing how to manage a group
Knowing how to interact with colleagues or subordinates is a fundamental skill today.
A coach can give you feedback on your behavior toward others and help you discover what is lacking and what you can do to become excellent at managing a work group.
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It is focused on improving the abilities that are of interest to the company’s business.
From the start, our coaching+ program is built on the needs and objectives of your company.
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It is tailor-made
This program is unique and specific to your company because it is built on the uniqueness of your company and its employees.
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Our coaches belong to the world's most-followed school of business coaching.
Kaizen Coach International Ltd. uses meta-coaching, the most followed coaching style worldwide. It is present in over 40 countries and guarantees methodological uniformity even for your branches abroad.
When you use the Kaizen Coaching Plus Program, what will occur is:
The circle of people around the leaders who use the program will say that:
- They are changing.
- They are becoming more attentive to their needs, able to express themselves fully, feeling that they are being listened to, and knowing how to motivate themselves.
After six months, the changes planned together will be definitive and not temporary.
This program uses methods that facilitate changes at the individual’s deeper level, ensuring that the change is acquired definitively.
You can objectively measure the change with the profiling tool Identity Compass.
Identity Compass is the instrument that Kaizen Coach International Ltd. uses to analyze and evaluate an individual's personality to better adapt the job to the person and not vice versa.
The Identity Compass test is the first operative step of the Kaizen Coaching Plus Program. It involves taking stock of an individual's psychological and motivational characteristics; from this test, together with the subject, the desired level of change is planned.
Two Identity Compass measurements carried out halfway through and at the end of the Kaizen Coaching Plus Program will certify the change that has taken place.
The Kaizen Coaching Plus Program IS NOT or DOES NOT HAVE:
- An exclusively theoretic approach
- Does not use Freud, Jung, or Lacan psychology
- It does not consist of psychology or psychiatry sessions
- It does not require investments in software
- Does not require investments in new personnel.
ATTENTION! THIS PROGRAM IS NOT FOR ALL COMPANIES
Kaizen Coach International Ltd cannot introduce this program to every company that requests it. The results guarantee is so severe that certain prerequisites must be met before the program can be activated.
With this goal in mind, Kaizen Coach International Ltd has developed a telephone interview system lasting a maximum of 30 minutes. Through this video call, we can discover if the base conditions for access to the program are present.
What is the purpose of the conversation?
- Find out about your type of industry, product, market, and the related characteristics of the company roles.
- Finding out the problems the company runs into today in managing human resources.
- Find the objectives you want to meet with the Kaizen Coaching Plus Program.
- Find out about any current coaching activities taking place in your company.
The video call is conducted by an expert Kaizen Coach.
Please remember that this phone call is not a disguised attempt at selling but represents the best opportunity that KCI Ltd can give to solve your questions within 30 minutes of the conversation. It is COMPLETELY FREE.
Please note:
There could be approximately ten business days for the video call appointment.
