Inspired by Fujio Cho, I learned from Toyota’s leaders their model of high performance coaching. The model is based on the core principle of leadership development to create the next generation of leaders.
It is a model that is focused on employee learning. A process focused on leadership development and developing more leaders. A process focused on developing the critical thinking of people to achieve everything they set out to do.
The process is defined by three learning and four high performance coaching stages:
The employee’s learning is at the center and goes through three iterative phases that consolidate his/her progress:
Actually, unless you have been able to teach someone else to improve your practice, you do not know about it yourself.
The leader directs this growth process through a coaching routine consisting of four steps and six questions designed at triggering critical thinking and self-development of the collaborator.
Rather than guiding the collaborator for an unlimited period of time, the goal is to get each collaborator to develop his/her learning process naturally. This is the nature of high-performance coaching.
When the learning collaborator will have made a habit of the process. And when it will have become his/her way of thinking and acting in daily routine and he/she will be able to make others grow by that very process.