UPCOMING WEBINAR
If you want to go far together, get a team coach
Platinum Sponsor: EgonZehnder
RESEARCH YOU WANT TO KNOW
Team Coaching: A Deep Dive-Jan 24
COACHING REPORT
DIRECTOR'S CORNER
Team effectiveness and team coaching literature review
Team Coaching: The Art and Science with Alexander Caillet and Amy Yeager
Leadership Team Coaching: Developing Collective Transformational Leadership 3rd Edition by Peter Hawkins
CONFERENCE 2018 VIDEO
January 2019
BOOK OF THE MONTH
SPONSOR OF THE MONTH
Humans have organized in groups and teams to accomplish common goals for a very long time. Organizations, as teams of teams, depend upon high quality collaboration and teamwork for organizational success. To quote Patrick Lencioni: teamwork remains the ultimate competitive advantage, both because it is so powerful and rare. Ruth Wageman and collaborators studied 120 leadership teams (Wageman et al, 2008) and reported that only 21% of 120 leadership teams excelled at performance, and only 24% excelled at developing the team and individuals. Not for lack of dedication and effort - a team of researchers (Salas et al, 2008) identified more than 130 different models on team performance or team effectiveness components. One model developed by Saul Brown and Tony Grant, IOC Scientific Advisory Committee member, is called GROUP, extending the GROW model to Goal, Reality, Options, Understand Others, Perform. While organizations now turn to coaches to deliver team coaching, the field is thought to be 30 years behind individual coaching in terms of definitions, research and established training programs (Hawkins, 2014). The research literature is still fledgling, comprised mainly of case studies. David Clutterbuck’s comments (Clutterbuck, 2008) may still be relevant. The first category of team coaches “…transfer what they do in coaching individuals, add a dash of facilitation and or team building, and then wing it. The second category starts with a deep understanding of team process and dynamics, and distinguishes carefully between team coaching and facilitation…” Here’s to finding our team coaching wings. Happy New Year! Margaret Moore, aka Coach Meg Co-Founder, Co-Director, Institute of Coaching References Brown, S., Grant, A. (2010). From GROW to GROUP: theoretical issues and a practical model for group coaching in organisations. Coaching: An International Journal of Theory, Research and Practice. Vol. 3. Issue 1. Clutterbuck, D. (2008). Coaching the Team. In D.B. Drake, D, Brennan, & K. Gortz (Eds.), The Philosophy and Practice of Coaching: Insights and Issues for a New Era (pp.219-238). London: Wiley. Hawkins, P. (2014). Leadership team coaching in Practice. London, Philadelphia. Lawrence, P. Whyte, A. (2017). What do experienced team coaches do? Current practice in Australia and New Zealand. International Journal of Evidence-based Coaching and Mentoring. Vol. 15. No. 1. Peters, J., Carr, C. (2013). Team Effectiveness and team coaching literature review. Coaching: An International Journal of Theory, Research and Practice. Vol. 6, No. 2. Salas, E., Cooke, N. J., & Rosen, M. A. (2008). On teams, teamwork, and team performance: Discoveries and developments. Human Factors, 50(3). Wageman, R., Nunes, D., Burruss, J., & Hackman, J. R. (2008). Senior leadership teams: What it takes to make them great. Boston, MA: Harvard Business School.
Director's Corner
research you want to know
Peters and Carr first summarize key insights from the team effectiveness literature: Ruth Wageman and collaborators identified the three essential conditions for leading an effective team (1) a real team with clear membership and boundaries, (2) a compelling direction or purpose to guide the team’s work, and (3) the right people with the knowledge, skill and experience to perform the team’s requisite work. Three enabling conditions were (1) a solid team structure of less than 10 members who have a clear set of norms and agreements to guide how they get their work done, (2) a supportive organizational context that provides the information, time and resources to do their work, and (3) competent team coaching to help the team grow individually and as a team, either provided internally from a team member or provided by an external coach or consultant. The review covers the following team effectiveness factors in more detail: communication (incorporating cohesion, interdependency and feedback), collective intelligence, decision-making and information sharing, team learning, team and interpersonal conflict, shared leadership, and positive organizational behaviour. The authors concluded that research studies are exploratory, at an early stage. Four academic team coaching studies indicate that team coaching has a positive impact on a team’s performance (outputs), and/or processes. Improved outputs included better written products, team effectiveness, innovation, and safety. Additionally, processes that improved were effort, skills, knowledge and learning. Guidelines on team coaching best practices include: Focus more on front-end team design and launch than trying to refocus a team once it is underway. Time interventions to coincide with the beginning (motivational coaching), middle (consultative coaching), and end (educational coaching) of a team cycle. Hold a team launch but be careful not to overdesign the group or provide excessively detailed guidance during the initial team launch session so the group can have latitude to figure out the way forward. Suggest that teams invite team members to take an informal coaching role to initiate, motivate, and encourage their colleagues to bring forward their full contribution. Peer coaching has one of the strongest correlations to team effectiveness compared to any other team intervention. Team coaching, while focused on the team, can also include some specific, individual coaching of the team’s leader. The authors conclude with insights: Group coaches need a strong understanding of group dynamics or group-based dialogue processes, in addition to the individual interpersonal and rapport-building skills necessary for dyadic coaching. It may be that a judicious combination of individual and group coaching is optimal, and this has been recommended by many of the proponents of group coaching as well as some members of the broader organizational development community. Through developing systems thinking in their clients, executive coaches and consultants may better foster real change at the individual, group and organisational level.
Jacqueline Peters and Catherine Carr, Coaching: An International Journal of Theory, Research and Practice, 2013 Vol. 6, No. 2, 116-136
It’s hard to imagine anyone who has worked harder than Peter Hawkins to help team coaches race up a steep learning curve to develop a well-grounded, widely educated, evidence-based approach to systemic team coaching. The third edition arrived only three years after the second edition, a generous and timely gift for those called to support collective transformational leadership. Well-crafted chapters address high-performing teams, transformational leadership teams, the history and process of team coaching, coaching a variety of types of teams including boards, dangers of team coaching, and advice to the C-suite in developing shared, collective leadership. Hawkins also introduces a new model for our times - ecosystemic team coaching. He provides a map for learning and supervising team coaching, as well as a menu of team needs connected to tools and techniques suited to each need. Here’s what Hawkins summarizes on the key performance indicators (KPIs) of transformational teams: The KPIs are collectively created by the team, which everyone in the team fully owns and is committed to and to which they hold each other mutually accountable; They cannot be achieved by the current way the team and its members currently operate; to be attained it requires the team to change its behaviours, ways of thinking and relating, its ways of partnering internally and externally, and its team processes. Hawkins shares his description of the ideal team – one we would all love to be on: We know exactly what is required from us. We have a passion about our collective purpose, which we know we can only achieve if we were all working at our best individually and together. We look forward to meeting and there is a keen interest in each other’s successes, setbacks and learning. There is a real sense of partnership, not just among the team members but with the board and stakeholders. The work is an adventure and a classroom, every setback an opportunity for new learning and every challenge a spur to creativity.
Book of the month
Watch our 2018 conference video of experiential session delivered by IOC team coaching thought leaders, Alex Caillet and Amy Yeager.
conference 2018 video
In recent years there’s been a surge of interest in the practice of team coaching. This is true not only for practitioners (as more executive coaches turn their attention to teams, while more team consultants incorporate coaching), but for clients as well. Increasingly, organizations are making direct requests for team coaching. Yet there remains some confusion about what team coaching really is. Practitioners and clients alike struggle to differentiate between this type of work and the related practices of team building, training, facilitation, coaching and consulting. In this webinar, we will offer a perspective on team coaching that’s been refined over more than 20 years of work with hundreds of teams, in more than 30 countries. You will walk away with: Clear distinctions between five team development practices, or “modalities,” with the benefits and limitations of each—including the unique contributions of the team coaching modality Understanding of the Corentus Team Coaching Model and its three components: sensing, being, and making moves Simple, yet powerful tools to structure your sensing data and drive effective coaching moves Experience using your sensing and move-making “muscles” through real-time observation and practice Tips for introducing team coaching methods within the context of your existing work We hope you’ll join us for an interactive and engaging discussion on this exciting and rapidly expanding field of practice. Presenters: Alexander Caillet and Amy Yeager Host: Jeff Hull
Team Coaching: A Deep Dive January 24, 2018 - 11:30 AM-1:30 PM
upcoming webinar
IOC Platinum Sponsor: EgonZehnder
sponsor of the month
Egon Zehnder is a global leadership advisory firm sharing a singular goal: to empower our clients to drive lasting positive change through leadership. We operate as one unified team, with expertise across industries, sectors and geographies, focusing exclusively at the most senior levels, we offer comprehensive leadership solutions for individuals, teams and organizations. We know what great leaders can do, and we're passionate about delivering the best leadership solutions to our clients. With more than 450 consultants globally, we partner with you to solve your most important leadership challenges. These solutions include executive and CEO search; board advisory; CEO succession; and individual, team, and organizational assessment to unlock potential at all levels. We focus on your specific leadership needs, whether facing disruption, building a culture of innovation, managing talent in mergers and acquisitions, expanding globally, driving growth, or supporting a generational shift in a family business. We have extensive expertise working closely with operating partners, CEOs, and governing boards of many of the world’s most successful companies. We provide the leadership solutions that will ensure your organization’s success — for today and for the future. As the world grows more complex, today’s leaders need to be better equipped and adaptable to the rising issues that manifest in their organizations every day to successfully drive their business’s transformation agenda. We believe the best way to ready executives for what’s next is to embrace the need to grow and develop as a leader from the inside out. Leadership today requires one’s whole self – the emotional and human aspects as much as the strategic and problem-solving ones. But gaining this full understanding in the rigor of day to day demands is hard work. Whether we are identifying, assessing, or developing your organization’s leadership, we have proprietary tools to support your goals. These include our Potential Model, which helps clients understand how to identify and unlock their executives’ full capabilities, our Transformative Leadership Framework, a blueprint for leaders to trigger disruptive change, and iQ, our “Innovation Quotient” approach, which helps organizations build a culture of successful innovation. We have formalized an exclusive strategic partnership with Mobius Executive Leadership, combining our firms’ expertise as pre-eminent leadership advisors and leadership development experts around our shared belief that great leaders can steer their organizations to extraordinary outcomes. Enabling executives to truly transform into world-changing leaders is our purpose and goal.
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