A Kaizen approach to coach development

“Continuous improvement is better than delayed perfection.” — Mark Twain

One of the EMCC’s core competencies is a commitment to self-development.  There are many ways that as a coach we may fulfil this, and one of them involves ‘Kaizen’ — a philosophical approach that embodies it. 

Kaizen is a concept originating in Japan after World War two. The word is derived from “Kai” meaning change and “Zen” meaning good.  It was developed as an overarching philosophy for improving manufacturing processes blending Japanese and American manufacturing and leadership theories. At the heart of Kaizen is the idea that continuous improvement can be achieved by small, ongoing positive changes.

A growth mindset

Carol Dweck’s work on fixed versus growth mindset is another way to consider the same underlying theme.  If we have a growth mindset in relation to our own practice, we will be taking time to reflect on our coaching.  This includes asking ourselves questions like “what is working?”, “what is not?” and “what is within our control to improve our practice?”.

A Kaizen approach is a continuous journey, from the moment we start coaching to the moment we decide to coach no more. 

“Becoming is better than being. The fixed mindset does not allow people the luxury of becoming. They have to already be.” ― Carol S. Dweck, Mindset: The New Psychology of Success

A conscious approach to development

Otto Sharmer suggests that energy follows attention.  If we are paying attention to what improvements we can make, our energy will find ways to make improvements. 

This remains the case wherever we may be on our coaching journey.  From our first steps into coaching through to developing our own mastery, a Kaizen approach can still add value.  Tiger Woods is regarded as a master of his sport (golf) and he is quoted as saying: “No matter how good you get you can always get better, and that’s the exciting part.”

Practical steps to make the Kaizen mindset a reality

1. Develop your reflective practice

We can approach our own reflections in a Kaizen manner.  In 1999 Kember et Al defined different categories of reflective practice (in this context in the medical profession), ranging from non-reflective, through active reflection and finally critical reflection. A key Kaizen question would be:  “How, where and when will my reflection add the most value to my practice?”

2. Take advantage of supervision

Coaching supervision can be an additive part of a Kaizen approach.  A great supervisor can help a coach to focus on what developments they can make to their practice and can be a powerful way to improve from good to great, or great to mastery. 

3. Create effective feedback loops

How do you get the most helpful feedback? It could be through part of the conversations you have with your coachees; it could be through seeking written feedback after a programme; or it could be through a feedback mechanism by an external party (an employer or associate firm).

4. Choose and commit to making small consistent changes

The Kaizen approach means committing to small additive changes. This doesn’t have to mean completely changing your style overnight — it could be the addition of a new model, style or tool in a staged process over time. 

5. Seek evidence on the small changes you are making

As a result of the reflection, feedback and choices you have made, you can seek evidence on the impact they are making.  Some changes may have an impact on your confidence as a coach, your style, the type and nature of questions you are asking.  Any evidence on the impact that is having for you, and those you work with, becomes valuable data on your journey.

Conclusion

The Kaizen philosophy is about more than just enhancing your skills; it’s about embodying the principles of growth, adaptability, and continuous betterment.

So, take that next small step today. Reflect, refine, and remember—change for the better is a journey, not a destination.