Member since June 2026
Mandy Rhine is an Executive & Team Coach, Operational Excellence and Change Management Consultant, and Founder of Goal With You, LLC. She helps manufacturing and operations leaders strengthen leadership effectiveness, improve team performance, and improve processes to achieve business results. Mandy specializes in delegation, accountability, communication, change leadership, and building high-performing teams. Her practical, results-oriented approach helps leaders solve complex people and process challenges while achieving measurable business outcomes.
Mandy Rhine is passionate about helping leaders and teams unlock their full potential by building the leadership capabilities, processes, and trust required for sustainable success. She specializes in guiding emerging leaders through the critical transition from individual contributor to strategic leader, equipping them with the mindset and skills needed to influence, delegate, and lead with confidence.
Her work focuses on developing leaders who can successfully navigate change, communicate effectively, and foster high-performing teams where people and processes work together to achieve exceptional results. Drawing on her expertise in Lean methodologies, coaching leaders and teams, and ADKAR change management, Mandy helps organizations improve performance while ensuring employees are engaged, aligned, and prepared to embrace change.
Whether speaking about leadership development, change leadership, team effectiveness, process improvement, or building a culture of continuous improvement, Mandy delivers practical strategies that leaders can immediately apply to strengthen performance, improve communication, and drive meaningful business outcomes.
One of the most impactful lessons of my career came during an operational excellence project focused on reducing weld defects in a shipbuilding environment. Early in the project, the welding foreman was convinced he already knew the solution. When I suggested we use a Lean Six Sigma approach to systematically identify the root cause before implementing changes, he challenged me directly. He had decades of shipbuilding experience and welding expertise that I didn't have, and he wasn't convinced I understood the reality of the work.
Rather than pushing harder, I chose a different path. I agreed to get fitted for a respirator, put on a welding hood, and spend a week in welding school learning the craft to gain a better understanding of the work. While I never became a skilled welder, I gained the foreman's trust and respect. By showing a genuine willingness to learn and understand their world, I created the buy-in needed to move forward together.
Using a structured Lean Six Sigma process, we discovered that the team's original assumptions about the cause of the defects were incorrect. In fact, the solution they initially wanted to implement would not have solved the problem. By combining the welding leadership team's expertise with data-driven problem solving, we identified the true root cause and successfully implemented changes that significantly reduced weld defects.
The experience reinforced a lesson I carry with me today: when leading change, we must meet people where they are. Building desire for change isn't about forcing agreement. It's about listening, demonstrating respect, being flexible, and finding creative ways to earn trust. When people feel understood and valued, they become partners in creating solutions rather than obstacles to overcome. People don't buy into your solution or your process until they believe you understand their reality.
One of the most impactful lessons of my career came during an operational excellence project focused on reducing weld defects in a shipbuilding environment. Early in the project, the welding foreman was convinced he already knew the solution. When I suggested we use a Lean Six Sigma approach to systematically identify the root cause before implementing changes, he challenged me directly. He had decades of shipbuilding experience and welding expertise that I didn't have, and he wasn't convinced I understood the reality of the work.
Rather than pushing harder, I chose a different path. I agreed to get fitted for a respirator, put on a welding hood, and spend a week in welding school learning the craft to gain a better understanding of the work. While I never became a skilled welder, I gained the foreman's trust and respect. By showing a genuine willingness to learn and understand their world, I created the buy-in needed to move forward together.
Using a structured Lean Six Sigma process, we discovered that the team's original assumptions about the cause of the defects were incorrect. In fact, the solution they initially wanted to implement would not have solved the problem. By combining the welding leadership team's expertise with data-driven problem solving, we identified the true root cause and successfully implemented changes that significantly reduced weld defects.
The experience reinforced a lesson I carry with me today: when leading change, we must meet people where they are. Building desire for change isn't about forcing agreement. It's about listening, demonstrating respect, being flexible, and finding creative ways to earn trust. When people feel understood and valued, they become partners in creating solutions rather than obstacles to overcome. People don't buy into your solution or your process until they believe you understand their reality.
