© Bath Consultancy Group 2011

Leadership Team Coaching

Peter Hawkins Professor of Leadership Henley Business School. Emeritus Chairman Bath Consultancy GroupVisiting Professor in Coaching at Oxford Brookes University

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Turn to the person next to you

Ask them what will make this evening a really valuable investment of their time?

What quality question do they want to ensure we all address this evening about high performing teams?

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The Key Strategy Question? At all levels.

“What can you uniquely do that the world of tomorrow needs?”

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How Come?

The UK government spent more on Leadership Development between 1997-2010 than all previous governments put together.

Yet every department review reported that the senior leadership team were not as effective as they needed to be?

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The Challenges for today’s leadership teams.

Managing expectations of different stakeholders. Both running the business and transforming it. Being members of multiple teams Working with systemic conflict The world becoming more complex and

interconnected Working virtually The major challenges lie not in the parts but in the

interconnections

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Key trends in Coaching

1. Focus on return on investments: Ensuring individual and organisational benefit

2. Transformational coaching that delivers “shift in the room” rather than just insight and good intention

3. Internal coaching communities

4. Manager as coach

5. Creating a coaching culture

6. Expectation of all coaches having supervision

7. Growth in team coaching, particularly on “coaching the team at its edge” – how it engages with its key stakeholders

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Paradigm Shift in Coaching

Old Paradigm:– Seeing the individual or the team you face in front of you

your client– Serving their personal or multi personal agendas– As a result sub-optimising the greater system

New Paradigm:– Seeing the coachee as our partner – standing shoulder

to shoulder with them, facing our joint endeavour

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Beyond the Heroic Chief Executive….

Why the World needs high performing teams

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In what circumstances are the following true?

a) 1 + 1+1 +1+1+1 = 6b) 1 + 1+1 +1+1+1 = 2

c) 1 + 1+1 +1+1+1 = 12

We understand ‘1’ but do we understand ‘+’ ?

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Teams

How many teams are you currently in?

How many of them function at more than the sum of their parts?

What is a team?

What is high performing team? How do we develop high performing teams?

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Being a Team Player, not just an Individualist

“A team is a small number of people with complimentary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.”

(Katzenbach and Smith, HBR, March 1993)

“…a High performing team: effectively meets and communicates in

a way that raises morale and alignment, engages with all the teams key

stakeholder groups in a way that grows performance

and provides constant learning and development for all its members and the collective team ”

(Hawkins, 2011)

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The Team Performance Curve

Pseudo team

Potential team

Real team

High performing

team

Team Effectiveness

Performance Impact

Working group

(Katzenbach and Smith, 1993)

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Supportive contextSolid Structure

Six Conditions for Senior Leadership Team Effectiveness

Right People

Real Team

Compelling direction

TheEssentials

TheEnablers

Team Coaching

Team Leadership

(Wageman et al, 2008)

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Ten Limiting Mindsets in Working with Team Coaching

Limiting Mindsets Antidote

1. Team Coaching only needs to happen when the team first forms

The best teams engage in life-long learning and development

2. Team Coaching only needs to happen when things are getting difficult

If the first time you address relationship issues is in the divorce court you have left it too late!

3. The performance of the team is the sum total of the team members performance

A team can perform at more than the sum of its parts or less than the sum of its parts. It is important to focus on the team added-value

4. Team Coaching is about relating better to each other

Team Coaching is also about how the team relates to all its stakeholders and is aligned to the wider organisation’s mission

5. Team Coaching is about the team having better meetings

Team performance happens when the team, or sub-parts of it, engage with the teams stakeholders. The team meeting by itself is the training ground, not the match

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Ten Limiting Mindsets in Working with Team Development

Limiting Mindsets Antidote

6. Team Coaching only happens off-site in away-days

Team Coaching can be assisted by off-site away-days but the core development happens in the heat of working together

7. Team Coaching is about the team trusting each other

Absolute trust between human beings is an unrealisable goal, particularly in work teams. A more useful goal is the team trusting each other enough to disclose their mistrust

8. Conflict in teams is a bad thingToo much or too little conflict are unhelpful in a team. Great teams can creatively work through the conflicting needs in their wider system

9. “We are not a team unless we work at the same things together”

A team is defined by having a shared enterprise that can not be done by the members working out of connection with each other

10. Team Coaching is an end in itselfTeam Coaching is only valuable when it is linked to improving the team’s business performance

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Aspects of Team Development

Team development is the any process carried out by a team, with or without assistance from outside, to develop its capability and capacity, to work well together, with its joint task.

Team Building is any process used to help a team in the early stages of team development.

Team Facilitation is when a specific person (or persons) is asked to facilitate the team either a) to resolve a particular conflict or difficulty, b) to review its ways of operating and relating, or c) to carry out a planning or strategy process.

Team Process Consultancy is a form of team facilitation where the team consultant, sits alongside the team carrying out its meetings or planning sessions and provides reflection and review on ‘how’ the team is going about its task.

(Hawkins, 2010)

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Team Coaching

“direct interaction with a team intended to help members make coordinated and task appropriate use of their collective resources in accomplishing the team’s work” (Hackman and Wageman, 2005: 269)

“Helping the team improve performance, and the processes by which performance is achieved, through reflection and dialogue” (David Clutterbuck, 2007:77)

“enabling a team to function at more than the sum of its parts, by clarifying its mission and improving its external and internal relationships. It is different therefore from coaching team leaders on how to lead their teams, or coaching individuals in a group setting.” (Hawkins and Smith, 2006)

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The Extended Team Coaching Continuum

Process Focus at events

Task andProcess Focus

Task, Process, Stakeholder and Organisational

Transformation Focus

Task, Process And Stakeholder

Focus

TeamFacilitation

PerformanceLeadership team

Coaching

TransformationLeadership Team

Coaching

Systemic Team Coaching

Task, Process, Stakeholder and

Organisation and system

Focus

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Systemic Team Coaching

Systemic Team Coaching is a process by which a team coach works with a whole team, both when they are together and when they are apart, in order to help them both improve their collective performance and how they work together, and also how they develop their collective leadership to more effectively engage with all their key stakeholder groups to jointly transform the wider business.

(Hawkins, 2011)

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Three conditions necessary for effective team coaching

Shared Endeavour – that they can not achieve by working in parallel.

An aspiration – to collectively achieve a level of performance greater than at present.

An interest – in having help on the journey towards the aspiration to fulfil the shared endeavour.

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The Transformational Leadership Challenge

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5.3

4

3.8

1

6.9

3

5.2

Transformational Change

OperationalEffectiveness

Working together Working apart

Please score the executive team between 1 (low) -10 (high) in each quadrant

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Task

Process

Inside(within boundary)

Outside(across boundary)

2. Clarifying 1. Commissioning

3. Co-Creating 4. Connecting

The Five “C”s model of Team Coaching

5. Core Learning

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Task

Process

Inside(within boundary)

Outside(across boundary)

ClarifyingPrimary purposeGoalsObjectivesRoles

CommissioningEnsuring a clear commission for the Team and contracting on what it must deliver

Co-CreatingInterpersonaland Team DynamicsTeam culture

Connecting and engaging all the critical stakeholders

The Five “C”s model of High Performing Teams

Core LearningReflecting, learning,

integrating

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Environmental constraintsPrimary purposeStrategy (Long term goals)Tactics (Short term goals)RolesProcessesInter-groupGroupInter-personalPersonal

Hierarchy of Conflict

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Initial clarity over desired outcomes from the team coaching and ways of working

With whole team – outcomes, focus and ways of working

Choose a way forward and rehearse first steps

Review actions and get feedback

ContractInquiryDiagnosisContractListenExploreActionReview

To the issues, the team dynamic and the context

Team Coaching: Process Model

© Bath Consultancy Group

With team members, whole team, stakeholders etc.

Making sense of patterns where to focus

The five disciplines and ways for the team to move forward

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Team Performance Appraisal

Goal Indicator Current Rating 1 low - 5 high

Required rating

Clear commission 1. The team has a clear commission and mandate from

the wider organisation and those it reports to. 34 (3-4) 43

Commission collective performance

2. Achieving team goals is recognised and rewarded

above achieving individual goals. 26 (2-4) 38

Commission selection

Clarity of Purpose

Clarity of Goals

3. The team has been selected to have a good range of complementary skills

33 (2-5) 47

4. All team members can articulate and own the overall purpose.

35 (3-4) 41

5. The team is working towards agreed goals in an effective manner.

27 (2-3) 42

Clarity of action

Co-creating

6. The team commits to clear actions with accountability and follow through.

24 (1-3) 41

7. Clear and shared ways of working 25 (2-3) 39

Co-creating 8. Team members are mutually accountable for collective goals

25 (1-4) 44

9. The team maintains a high level of morale and commitment

30 (2-4) 45

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Team Performance Appraisal

Goal Indicator Current Rating 1 low - 5 high

Required Rating

Co-creating in meetings

10. Everybody is fully engaged and involved, the team makes good use of its diversity

28 (2-4) 43

11. The outcomes are better than any individual could have arrived at by themselves

25 (2-3) 43

Connecting with staff

Connecting with Stakeholders

12. Team members leave the meetings feeling more focused, supported and energised

27 (2-4) 41

13. The team members can engage staff at all levels as transformational leaders.

31 (2-4) 43

14. The team relates well to all its key stakeholders and team members represent the whole team

25 (2-4) 41

Connecting with the changing environment.

15. The team scans its stakeholder environment and constantly attends to changing needs and perceptions

23 (2-4) 40

Core learning 16. The team regularly and effectively attends to its own development

17. The team attends to developing each of its members.18. All team members give good real-time feedback and

provide support and challenge to each other.

23 (2-4)

25 (2-4)23 (2-3)

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4041

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Task

Process

Inside

(within boundary)

Outside(across boundary)

Clarifying 86

Commissioning93

Co-Creating 80/80

Connecting 79

The Five Disciplines of High Performing Teams: Scores

Core Learning71

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Foundation Trust – 5 Key Teams – 6 Critical relationships

Executive1

Board5

DIV2 DIV3 DIV4

STAKEHOLDERS STAKEHOLDERS

STAFF

E E

C

A

B

D

Patients PatientsF F

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Where to find out more

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Common Interrupts of Effective Team Performance

Interrupts

Lack of clarity of collective focus

Accountability only top down – not across the team

Aiming for agreement rather than commitment

Doing to each other what others do to us

Believing effective team meetings = effective team

Agenda driven rather than outcome driven meetings

Either / or solution debates

Leadership Challenge

Clarity of vision, engagement at emotional level, communication

Assumptions about leadership from the top / partner authority

Avoid content focus, addressing ‘conflict’

Awareness of dynamics / relationship with bigger system

Seeing the bigger picture, leading ‘team together’ and ‘team apart’

Keeping focus on the ‘end in mind’

Seeing the power of dilemmas / working with differences

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Common Interrupts of Effective Team Performance

Interrupts

Ignoring the smell of the dead elk

Leadership Challenge

Courage - confronting

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Key Stakeholder Groups

Investors

Community in which the organisation

operates

Customers

Staff

SuppliersPartners

NaturalEnvironment

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Stages of Team Development

Forming Inclusion and belonging

Storming Authority and power

Norming Focus and ground rules

PerformingCollective objective

& tasks

MourningEnd, celebrate &

harvest the learning

Stages Core Concerns

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Environmental constraintsPrimary purposeStrategy (Long term goals)Tactics (Short term goals)RolesProcessesInter-groupGroupInter-personalPersonal

Hierarchy of Conflict