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    Team Coaching

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    anupraipur
    This document provides an overview of team coaching as a systems approach to team development. It defines team coaching as using integrated interventions to improve collaborative leadership skills and team performance. The authors describe their model of team coaching, which takes a systemic approach and includes tools like assessments, action learning, and peer coaching. They provide insights from literature on effective team interventions and discuss theoretical underpinnings. Two case studies are presented: one with a nonprofit and one with a management consulting company. Challenges, measures of success, and what's still missing from the approach are discussed. The goal is to accelerate team cohesion and effectiveness through this integrated team coaching process.

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    © All Rights Reserved
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    Team Coaching

    Uploaded by

    anupraipur
    597 views29 pages
    This document provides an overview of team coaching as a systems approach to team development. It defines team coaching as using integrated interventions to improve collaborative leadership skills and team performance. The authors describe their model of team coaching, which takes a systemic approach and includes tools like assessments, action learning, and peer coaching. They provide insights from literature on effective team interventions and discuss theoretical underpinnings. Two case studies are presented: one with a nonprofit and one with a management consulting company. Challenges, measures of success, and what's still missing from the approach are discussed. The goal is to accelerate team cohesion and effectiveness through this integrated team coaching process.

    Original Description:

    This is about team coaching as team development.

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    This document provides an overview of team coaching as a systems approach to team development. It defines team coaching as using integrated interventions to improve collaborative leadership skills and team performance. The authors describe their model of team coaching, which takes a systemic approach and includes tools like assessments, action learning, and peer coaching. They provide insights from literature on effective team interventions and discuss theoretical underpinnings. Two case studies are presented: one with a nonprofit and one with a management consulting company. Challenges, measures of success, and what's still missing from the approach are discussed. The goal is to accelerate team cohesion and effectiveness through this integrated team coaching process.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    597 views29 pages

    Team Coaching

    Uploaded by

    anupraipur
    This document provides an overview of team coaching as a systems approach to team development. It defines team coaching as using integrated interventions to improve collaborative leadership skills and team performance. The authors describe their model of team coaching, which takes a systemic approach and includes tools like assessments, action learning, and peer coaching. They provide insights from literature on effective team interventions and discuss theoretical underpinnings. Two case studies are presented: one with a nonprofit and one with a management consulting company. Challenges, measures of success, and what's still missing from the approach are discussed. The goal is to accelerate team cohesion and effectiveness through this integrated team coaching process.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 29

    Team Coaching:

    A Systems Approach to
    Team Development
    Chuck Appleby, Ph.D.
    [email protected]
    Cindy Phillips, Ph.D.
    [email protected]

    Whats Your Experience?


    LEADERSHIP TEAM
    DEVELOPMENT
    What outcomes would you like to see
    more of in your team interventions?
    What concerns you about the overall
    effectiveness of team building or
    coaching initiatives?
    2

    Defining Team Coaching


    An individual and team
    development process that
    uses an integrated combination
    of interventions to improve
    collaborative leadership skills,
    and team performance.
    Chuck & Cindy

    Why Were Here


    As organizations continue to struggle
    to find time to dedicate to team
    development
    Team coaching is emerging as a way
    to accelerate team cohesion and
    effectiveness.

    What Well Cover

    Some theoretical underpinnings


    Working model for team
    coaching:
    Tools that support the process
    Insights from 2 case studies of team
    coaching

    Whats still missing?

    Team Coaching:
    The Theorists
    Jon Katzenbach
    Alexander Cahet
    David Clutterbuck
    Marshall Goldsmith
    Patrick Lencioni
    Richard Hackman
    Ruth Wageman
    Mike Marquardt
    Victoria Marsick
    Robert Quinn
    Barry Oshry
    Others??

    Insights from the Team


    Coaching Literature
    Interventions that focus on task/process
    are more effective than those that focus
    on member/interpersonal relations.
    Improvement is best when done in real
    time - working on important issues.
    Initiatives are best in combination with
    consulting and facilitation.
    Learning and action should be
    integrated.
    7

    The Systems Approach


    The Domains
    The Roles

    Culture

    Role

    Strategy

    Coach

    Motivation/
    Values/
    Behavior

    Consultant/
    Facilitator

    Strategy/
    Process/
    Problem
    Solving

    Educator/
    Mentor

    Competence/S
    kill Building/
    Shared
    Experience

    Systems

    The Levels
    Organization
    Team/Group

    Intervention
    Focus

    Individual
    8

    Team Coaching Model


    1.

    Discovery Interviews (Starting Point)

    2.

    Assessments (Pre- and Post Program)

    Individual and/or Team

    3.

    Kickoff & Closing Sessions (Senior commitment to engagement


    and action)

    4.

    Sessions

    Competence segments Gems

    Focus on Individual issues

    Focus on Organizational/Team challenge

    Group size 6 to 8

    Frequency 1 to 2 times/month

    Duration 3 to 6 months

    5.

    Individual Coaching (Between sessions)

    6.

    Exchange with Direct Reports

    7.

    Peer Coaching (Between sessions)

    Systemic Approach to
    Team Coaching
    Individual

    Team

    Organization

    Interviews

    Kickoff/ Closing

    Assessments

    Individual Challenge

    Organizational Challenge

    Coaching

    Peer coaching

    Skill Training

    Exchange with Direct


    Reports

    x
    10

    Primary Tools
    Assessments:
    360s, Lencioni, Inventory of Work Attitudes and Motivation
    (IWAM)
    Organizational climate survey

    Action Learning
    Focuses on improving questioning and reflection
    Proven to be a quick trust builder and demonstrates how we
    move too quickly to solution
    AL coach key component

    Peer Coaching
    Keep focus between sessions
    Accountability developed with peers
    Facilitates some longer-term relationships
    Room for confidential issues
    11

    Team Coaching
    Client Range*

    Noblis (formerly Mitretek)


    Department of Energy
    Booz Allen Hamilton
    Sparks Personnel
    Washington Group International
    ENSCO
    Maryland Transit Administration
    Arlington County Government
    Emerging Leader Institute (DC Children and
    Youth Investment Trust)
    Cosmetic Executive Women
    Childrens Hospital
    * These are clients where we have used all or part of our model.

    12

    Case Study #1 - Non-Profit


    15 employees
    Intact Team: President, COO, CFO,
    Functional Directors
    Presenting issues: Tension between
    CEO/COO; lacking overall team
    cohesiveness and trust; clear vision
    How: Made it part of monthly staff
    meeting; various offsites to support it
    Success: Built team trust, surfaced
    process issues, clarified priorities
    13

    Case Study #2
    Management Consulting Co.
    Single Department - 75 employees
    Cross Functional Teams: Middle to Senior
    Management
    Presenting Issues: Low employee morale,
    high turnover, lack of development and
    succession planning
    How: Comprehensive Team Coaching
    program used for Leadership Development
    Success: Turnover is trending downward,
    momentum to continue (follow-through in
    working groups)
    14

    Quinn Sustainable Change


    Model
    Sustainable Change Requires
    Changing WHAT we do
    Changing HOW WE WORK
    TOGETHER
    Changing INDIVIDUALLY

    Quinn, Robert (1996) , Deep Change, Discovering the Leader Within, San
    Francisco, Jossey-Bass
    15

    Current Measures of
    Success
    Creation of long-term peer coaching
    relationships & increased trust
    Sense of shared/common issues
    Highlighted key leadership skills
    Vehicle for culture change
    Time spent on real/pressing issues
    See immediate behavior changes
    Reinforcing system of interventions
    16

    Why this Approach?


    Aligns with 21st Century
    Leadership Model
    Facilitates Paradigm Shift in
    Problem Solving (focus on
    problem vs. solution)
    Enables Peer Coaching
    Relationships to Develop
    Learning occurs in community
    and through action!
    17

    What it Takes?
    21st Century OD Consultant
    Comfort with Senior level interface
    Integrated design skills
    Project management skills
    Coaching (1-1, action learning)
    Facilitation (group, off-sites)
    Consultant (strategy, process
    improvement)
    Instructor/Educator (teaching segments)
    18

    Challenges
    Participant
    Opening up sharing challenges
    Too much peer sympathy wont push
    back too hard

    Organization/Client
    Keeping focus on Systems vs. Individuals
    Impact Measurement/ROI

    OD Consultant
    Requires a multi-discipline OD practioner
    Skill set tested on all levels
    19

    Whats Still Missing?


    1. How else could we measure
    progress?
    2. How do we balance individual, team
    and system intervention needs?
    3. How do we keep the momentum when
    we leave?
    4. How/where else could this be used?
    20

    Team Coaching:
    A Systems Approach to
    Team Development
    Chuck Appleby, Ph.D.
    [email protected]
    Cindy Phillips, Ph.D.
    [email protected]

    Back up Slides

    When to Use It?


    Intact or Cross Functional
    Leadership Development is Target
    When Challenges are Multilayered (systematic)
    Everyone gets same experience
    Busy client system (between 6070% of time is spent on real
    issues)
    23

    Best Practices
    Max group size of 8
    Frequency/Length of Sessions
    Biweekly
    3 hours (over lunch)
    3-6 months duration

    Strong Individual Commitment to action and


    accountability
    Identify specific development actions (contract with
    peer coach or supervisor)
    Offer coaching to each participant ( 6 sessions)
    Emphasize the peer coaching component between
    sessions
    24

    Key Success Factors (1)


    Senior Management Commitment
    Participation in the process (checkpoints)
    Ownership of the group challenges

    Steering Committee
    Inside champions
    Source of feedback/adjustment

    Internal Participant Commitment


    Success correlated to group participation
    and engagement (its apparent)
    Face to face participation far more effective
    25

    Key Success Factors (2)


    Safe Environment Key
    Ground rules (Vegas Rule)
    Key to sharing concerns and challenges

    Group Size and Composition


    Keeping the groups to 8 people
    Diversity of the groups was very useful

    Level
    Tenure
    Global
    Functional
    HQ vs. Field
    26

    Measurement Framework
    Level

    Type of Data

    Reaction, satisfaction

    Learning

    Application of training

    Business Impact

    ROI

    ROI (+ Intangible benefits)

    Source:AdaptedfromJackPhillipsandRonStone,
    How to Measure Training Results: A Practical Guide to Tracking the Six Key Indicators

    27

    Peer Coaching Foundation


    Peer coaching is the wave of the
    future. (Marshall Goldsmith)
    Action Learning accelerates the
    creation of trusting relationships
    among peer learning groups
    Integrity
    Competence
    Caring

    28

    Problem Solving Mind-shift


    We have reached the limits of conventional
    problem solving.
    Action learning creates a new problem solving
    mind-shift by:
    Focusing first on gaining problem clarity
    Accelerating the group formation process
    storming is virtually non-existent
    Empowering all participantsanyone can ask great
    questions.
    Putting a premium on the presence of non-experts.
    Integrating continuous improvement into problem
    solving
    Learning through action and action thru learning

    29

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