© 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