As we go about our usual daily business, which at present is mainly working on Lean transformation projects or developing internal Lean capability within the public sector, we are often asked whether coaching can be Lean.

The over-whelming answer from us is “of course it can”.  The core process under-pinning a Lean review or transformation project is very similar to that used by a Bullseye Coach:

• Map and measure the situation as it is now
• Develop a clear picture of how the client would like things to be in the future
• Explore all the options for improvement/redesign and help them decide which options are best suited to meeting their expectations for the future
• Plan and implement a transformation plan
• Measure and evaluate to ensure their objectives have been met

The key element that makes Lean stand out in the current financial climate is the fact that success can be effectively measured.  In other words – it can prove its value.  In fact, the cost/benefit or ‘return on expectation’ calculations are incredibility easy to work up once you’ve done your mapping correctly.

The best Bullseye Coaches do exactly the same.  They help their clients assess and realise the value in the changes they are making, both in a qualitative sense – i.e. “has my life or the lives of those around me got better” – and in a quantitative sense – i.e. “what value has this created for me or those around me”. 

Measuring this during the coaching process doesn’t detract anything from the process at all either.  In fact, the over-whelming evidence is that it: helps focus the client on what they truly value; is a strong motivator when it comes to ‘staying the course’; and significantly increases the likelihood that the changes made will be sustained and built upon in the long-term.  The evaluation element is therefore adding additional value to the process in its own right.

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