Coaching is less focused on specific content then it is on the person, and the relationship’s ability to empower the coachee to find capabilities and a self sufficiency they didn’t fully believe in or know they have. ... This process keeps the understanding, ownership of the problem, and ultimately the action, in the coachee’s hands – increasing their ability to solve the immediate problem and most importantly, future ones.I think the "lean" world is in general too passive in coaching. There are plenty of times when you are coaching a specific skill (whether that is how to notice a problem in the operational definition [maybe just missing one altogether] that leads to bad data or how to create a flowchart...). The same thing is true for coaches teaching a big man a post move or how to improve free throw shooting.
I appreciate that very wise people can just ask the right questions and get the best results (I think this is really hard to do well and the reluctance to provide any judgement in coaching is often a much bigger problem than being too prescriptive).
I see this as the prevailing attitude in "lean" attempts: "this process keeps the understanding, ownership of the problem, and ultimately the action, in the coachee’s hands – increasing their ability to solve the immediate problem and most importantly, future ones." Doesn't that seem a bit like an artificial barrier in the system? Doesn't the system context include the coaches and support system for the organization as well as the individual? I don't think the most of the success or failure rests with the coachee. They are responsible. But, whatever the results, it is the whole system that succeeded or failed, not the coachee alone.
Related: Continual Feeding - Building a Great Workforce