Leadership and Coaching for Systems Change Session 5

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2/10/2020 1

Leadership and Coaching for

Systems Change

SESSION 5 | 2019-20Heidi Brushert Laabs

Kathy Myles

#LeadCoachSucceed

The Wisconsin RtI Center (CFDA # 84.027) acknowledges the support of the Wisconsin Department of Public Instruction in the development of this PowerPoint and for the continued support of this federally-

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2/10/2020 2

Norms for Our Time Together

• Respect everyone’s time–begin/end on time

• Stay engaged

• Be kind

• Be solution oriented, positive, and open to new ideas

• Presume positive intentions

• Use technology to enhance learning

• Keep conversation student focused



2/10/2020 3

Today’s Agenda

1. Check-in/Join-up

2. Celebrating Coaching Successes

3. Working With/Coaching Teams

4. Live Coaching Demo

5. Coaching in Triads

6. Team Planning Time

7. Wrap up and Reflection

2



2/10/2020 4

1. On a scale of 1-10, how is your

energy today?

2. What’s on your mind?

3. How are you showing up for our

training today?

Check-in/Join-up



2/10/2020 5

Quick Write

1. Describe growth/change that you, as an

individual, and/or your school/district have

experienced with respect to coaching.

2. What factors have contributed to this

growth/change? What did you or others do to

make this happen?

3. How have you/will you celebrate your success?

(Differentiated Literacy Coaching, 2007)

Celebrating Coaching Growth



2/10/2020 6

1. Meet with your vision buddy and share the

growth/change that you wrote about.

2. How is your coaching vision changing in

response to how you or your school has

changed/grown?

3. Make this a coaching session, using your

listening and questioning skills.

3



2/10/2020 7

As coaches, how can we

regularly celebrate our

growth and successes?

Why is it

important to do so?

Group Conversation



2/10/2020 8

You will know and understand how to…• Differentiate your leadership and coaching practice in

response to team needs

•Employ strategies to enhance team development and

maximize team impact

Program Outcomes…

So that

you will

be able

to… • Identify methods for creating and sustaining a culture

of collaboration with individuals and teams



2/10/2020 9

A Coaching

Style of

Leadership

MLSS Coaching

Roles &

Activities

Coaching

Conversation

Format

Coaching

Competencies

The Change

Process

Instructional

Coaching

Roles &

Activities

#LeadCoachSucceed

EQUITYEQUITY

4



2/10/2020 10

MLSS Coaching Roles and Activities• Framework expert

• Assist in selecting evidence-based curriculum, interventions, assessment tools, instructional strategies, and collaborative practices and structures

• Support and facilitate MLSS teams

• Lead and/or support data collection analysis and decision-making for improved student learning

• Share leadership of the implementation of the MLSS framework with all leaders

MLSS Coaching

EQUITY



2/10/2020 11

MLSS Leadership Structures, Processes, and Products

District MLSS

Leadership Team

School MLSS

Leadership Team

Grade Level/

Course Team

Classroom

District MLSS

Vision

School MLSS

Vision

Grade Level/

Course MLSS

Vision

Classroom

MLSS Vision

District MLSS

Non-Negotiables

School MLSS

Non-Negotiables

Grade Level/

Course Non-

Negotiables

Classroom

Non-

Negotiables

District MLSS

Goals/ Action Plan

School MLSS

Goals/Action Plan

Grade Level/

Course Goals/

Action Plan

Classroom

Goals/Action

Plan



2/10/2020 13

“Why Teams?”

Patrick Lencioni:

Teamwork

Featured Video

https://youtu.be/iJTtlKV-bhQ

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2/10/2020 14

Why Teams?

• Effective teamwork yields higher results

than individual efforts

• Collaboration sustains adaptive change

• Collaborative cultures lead to higher

student achievement

• Members of successful teams become

members and leaders elsewhere in the system



2/10/2020 15

Key Ideas About Teams

“A team is a relatively small number of people that share common

goals as well as the rewards and responsibilities for achieving them.” (Lencioni, 2005)

“Expert groups are made, not born.” (Garmston, 2012)

“All groups work at less than full potential.” (Garmston, 2012)

“Each group is unique.” (Garmston, 2012)

“…no quality or characteristic is more important than trust.” (Lencioni, 2005)



2/10/2020 16

As a table group, brainstorm a

list of all the teams in place

at your school.

How many did your team

come up with?

6



2/10/2020 17

Stages of Team Development

• Forming (Purpose Building)

• Storming (Infrastructure)

• Norming (Initial Implementation)

• Performing (Full Implementation)

(Tuckman, 1965)#LeadCoachSucceed



2/10/2020 18

Forming

Feelings/Thoughts – Excitement; anticipation; suspicion; fear; tentative

attachment to team; wondering

Behaviors – Polite; guarded; attempts; difficulty identifying relevant problems;

complaints; impatience

Needs – Directive coaching; mission, vision, purpose; membership;

goals/objectives; define roles, responsibilities, expectations; norms/guidelines

Leadership – Mentoring; directing; telling; guiding; establishing; high task-low

relationship; one-way communication



2/10/2020 19

Storming

Feelings/thoughts – Resistance; fluctuating attitudes; risks/benefits; do I agree

with team purpose

Behaviors – Arguing; defensiveness; competition; power struggles; polarization;

lack of progress; unrealistic goals; loss of interest; opting out; norm violations

Needs – Directive/facilitative coaching; interpersonal relationships; trust; listening;

conflict resolution; understand style differences; leadership clarification

Leadership – Coaching; guidance; persuading; explaining; high

directing/supporting; high task/relationship; leader consults but decides

7



2/10/2020 20

Norming

Feelings – Belonging; personal accomplishment; free expression; trust;

constructive criticism and conflict; relief

Behaviors – Established procedures; open communication; effective conflict

resolution; participation; shared decisions; progress; routines; unified mission

and purpose; keep norms; balance of power; team identity

Needs – Facilitative coaching; problem solving; decision making; leadership skills

Leadership – Coaching; supporting; encouraging; listening; collaborating; high

relationship; shared decision making; discussion



2/10/2020 21

Performing

Feelings – High commitment; trust; friendships; fun and excitement; high

personal development and creativity; team inspires individual; understand

others’ styles

Behaviors – Self-change; flexibility; risk taking; mutual support; enthusiasm;

pride; satisfaction; shared, consensus decision making; flow; goal attainment

Needs – Transformational coaching; measuring performance; sustainability

Leadership – PLC/Peer coaching; delegation; observing and monitoring;

fulfilling; non-directive; leader sets goals with team, team accomplishes them



2/10/2020 22

Client Needs/Coaching Strategies

Stages of

Individual Skill

Development (Gordon, 1974)

Unconsciously

Unskilled

Consciously

Unskilled

Consciously

Skilled

Unconsciously

Skilled

Coaching

Strategies

Mentoring

Consulting/

Directive Coaching

Mentoring/

Directive

Directive/

Facilitative

Facilitative/

Transformational

Stages of Change

Implementation(Fixsen & Blasé, 2009)

Purpose Building InfrastructureInitial

Implementation

Full

Implementation

Coach Behaviors Teaching/ Telling

Telling/Asking

Interpretive &

Mediational

Questions

Asking

Mediational &

Powerful

Questions

Asking

Mediational &

Powerful

Questions

8



2/10/2020 23

Stages of

Individual Skill

Development (Gordon, 1974)

Unconsciously

Unskilled

Consciously

Unskilled

Consciously

Skilled

Unconsciously

Skilled

Stages of Team

Development(Tucker, 1964)

Forming Storming Norming Performing

Coaching Strategies

Mentoring

Consulting/ Directive

Coaching

Mentoring

Consulting

Coaching/

Directive

Facilitative

Coaching

Coaching/

Facilitative

Coaching

Coaching Peer

Coaching PLCs/

Transformational

Coaching

Stages of Change

Implementation(Fixsen & Blasé, 2009)

Purpose Building InfrastructureInitial

Implementation

Full

Implementation

Coach Behaviors Teaching/ Telling

Telling/Asking

Interpretive &

Mediational

Questions

Asking

Mediational &

Powerful

Questions

Asking Mediational

& Powerful

Questions



2/10/2020 24

Job-Alike Conversation

What “squares” with your thinking?

What’s “going around” in your head?

What can you “point to” in your experience that illustrates these ideas?



2/10/2020 25

Key System Features of an

Equitable, Multi-level System of Supports

Structures for

collaboration

#LeadCoachSucceed

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2/10/2020 26

What’s the Difference Between...Cooperation Coordination

Collaboration Congeniality



2/10/2020 27

Cooperation

• Short term

• Informal

• No clear mission or structure

• No planning

• Share information about project at hand

• Individuals retain authority

• Separate resources

• No risk

• Low intensity



2/10/2020 28

Coordination

• Longer term

• More formal

• Specific focus

• Some planning

• Open communication

• Authority retained by individuals

• Shared rewards and resources

• Power can be an issue

• Some intensity

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2/10/2020 29

Collaboration

• Long term

• Pervasive relationships

• Commitment to mission

• New structure (transformation)

• Comprehensive planning

• Well-defined communication channels

• Collaborative structure defines authority

• Shared resources

• Greater risk - power is an issue

• High intensity



2/10/2020 30

The Mary Poppins Principle

“The emphasis on human relations management has resulted in the value of congeniality becoming very strong in the way schools are

managed and led.

Congeniality has to do with the climate of interpersonal relationships

within an enterprise.

When the climate is friendly, agreeable, and sympathetic, congeniality

is high. Though congeniality is pleasant and often desirable, it is not

independently linked to better performance and quality schooling.”

(Thomas Sergiovanni, 2004)

Benevolence

is not

Congeniality!

11

Coaching Skills

as

Team Norms



2/10/2020 33

“You can’t talk your way out of a culture

that you have behaved your way into,

you have to behave your way out.”Doug Conant, CEO

Collaborative Relationships

#LeadCoachSucceed



2/10/2020 34

Norms of Collaboration

1. Pausing

2. Paraphrasing

3. Posing questions

4. Putting ideas on the table

5. Providing data

6. Paying attention to self and others

7. Presuming positive intentions

(Garmston, 2012)

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2/10/2020 35

“Groups that ignore inappropriate member behavior in an attempt to avoid conflict

decrease their ability to solve problems that are

often conspicuous. Avoiding conflict often

results in hostility and decreased performance.”

(Wolff, et. al. 2006)

Collaborative Relationships

#LeadCoachSucceed



2/10/2020 36

1. What personal connections are you

making with these norms?

2. Which of these norms is most important

for your full participation in a group?

3. Which of these norms might you find the

most challenging?

Norms of Collaboration - Annotated



2/10/2020 37

The Five Dysfunctions of a TeamPatrick Lencioni

IN-

ATTENTION

TO

RESULTSAVOIDANCE OF

ACCOUNTABILITYLACK OF

COMMITMENTFEAR OF

CONFLICTABSENCE OF

TRUST

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2/10/2020 38

The Five Functions of Effective TeamsHeidi Laabs

ATTENTION

TO

RESULTSMutual

ACCOUNTABILITYShared

COMMITMENTSProductive Response to

CONFLICTWorkable

TRUST



2/10/2020 39

Trust Matrix

(Joiner & Associates, 1990)

I believe

you are a

competent

adversary

Workable

Trust

I believe

you are an

incompetent

adversary

I believe

you are an

inept ally

Low HighBelief in your

benevolence

High

Low

Belief in your

competence

Trust Matrix

#LeadCoachSucceed



2/10/2020 40

Workable Trust

• Trust is the foundation of teamwork

• On a team, trust is all about vulnerability,

which is difficult for most people

• Building trust takes time, but the process can

be greatly accelerated

• Trust on a team is never complete; it must be

maintained over time

14



2/10/2020 41

Members of Teams that Lack Trust

• Conceal their weaknesses and mistakes

• Don’t ask for help or give constructive feedback

• Hesitate to offer help outside their own responsibilities

• Jump to conclusions about others’ intentions• Fail to recognize others’ skills and abilities• Waste time and energy managing behaviors

• Hold grudges

• Dread and avoid meetings



2/10/2020 42

Trust matters most in

situations of interdependence, .

in which the interests of one party cannot be

achieved without reliance upon another…above all things,

trust is expressed in one’s willingness to be vulnerable…

to place oneself at risk by confessing one’s flaws, needs, hopes, and fears.

Megan Tschannen-Moran, Trust Matters and Patrick Lencioni, Five Dysfunctions of a Team



2/10/2020 43

Members of Trusting Teams

• Admit weaknesses and mistakes

• Ask for help

• Accept questions and input about their work

• Give others the benefit of the doubt

• Offer feedback and assistance

• Focus time and energy on important issues

• Offer and accept apologies

• Look forward to meetings and working together

15



2/10/2020 44

Video

What are some successful strategies or

activities that you have used to build

trust among team members?



2/10/2020 45

Overcoming Lack of Trust

• Group development activities

• Style/personality inventories

• Team effectiveness assessments



2/10/2020 46

Style Profiling

• Gives team members an objective way to understand and

describe one another

• Increases the likelihood that people will open up and

acknowledge their strengths and weaknesses

• By giving a common vocabulary for describing strengths

and weaknesses, it becomes safe to give feedback without

seeming accusatory or making unfounded generalizations

16



2/10/2020 47

True Colors

• An inventory to help you understand your own personality

style/type and the personality style/type of your teammates

• Promotes appreciation of individual differences

• A metaphor

• Each person is a unique blend of four colors or styles –a veritable rainbow!

• There are no “good” or “bad” colors• There are wide individual variations within each color



2/10/2020 48

Compare all four boxes in each row.

Do not analyze each word, just get a sense of each box.

1 - Score each of the four boxes in each row from most to least like you.

4 = most like you 2 = somewhat like you

3 = a lot like you 1 = least like you

2 - Tally the scores for the items in each of the colored boxes at the bottom.

This will give you your True Colors.

3 - Read about your color spectrum. DO NOT share your results with your

table/team members at this time.

True Colors



2/10/2020 49

Colors at a Glance

• Gold – “Be prepared and organized!”

• Green – “What’s the Big Picture?”

• Orange – “Just do it!”

• Blue – “How does that make you feel?

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2/10/2020 50

Leadership and Coaching Implications

• How we communicate with each other

• How we direct our energy

• How we make a cohesive, effective team

• How we solve problems

• How we deal with conflict

• How we build on strengths

• How we coach and lead



2/10/2020 51

Gold Attributes

• Loves to plan

• Detail and service oriented

• Values tradition

• Helpful, trustworthy, conservative, stable

• Never breaks the speed limit

• Seeks security

• Punctual, predictable, precise

• Duty, loyalty, responsibility

• There is a right way to do everything



2/10/2020 52

Blue Attributes

• Optimists

• Caretakers

• Passionate

• Peacemakers

• Romantic

• Cause oriented

• Cooperative rather than competitive

• Feelings and emotions

• Always a kind word

• Spiritual

• Peace, harmony, relationships

• Support and encourage others

18



2/10/2020 53

Orange Attributes

• Playful

• Energetic

• Charming

• Risk taker

• Tests limits

• Quick witted

• Negotiator

• Creative, inventive

• Spontaneous, impulsive

• Natural entertainer

• Likes tangible rewards



2/10/2020 54

Green Attributes

• Intellectual, theoretical

• “Idea” people• Philosophical

• Complex

• Perfectionist

• Visionary

• Can never know enough

• Cool, calm, collected

• Work is play, play is work

• Abstract, conceptual, global

• Needs independence and private time



2/10/2020 55

• Rigid, controlling, bossy

• Dull, boring

• Stubborn, opinionated

• Rule-bound

• Unimaginative

• Judgmental

• Limiting flexibility

• Uptight and tense

• Sets own agenda

• Rigid sense of time

How Others May See Golds

19



2/10/2020 56

• Overemotional

• Groveling, fawning

• Wimpy

• Thin skinned, overemotional

• Too nice

• Naïve

• Smothering

• Talk too much, share too much

• Can’t handle conflict• Too much of a cheerleader

• Warm & fuzzy, touchy/feely

How Others May See Blues



2/10/2020 57

How Others May See Oranges

• Irresponsible

• Flaky

• Jokesters

• Always want to have fun

• Not interested in serious ideas

• Rule breakers

• Not trustworthy

• Always off task

• Messy, cluttered, disorganized

• Vindictive

• Uncontrollable

How Others May See Oranges



2/10/2020 58

• Cold, remote

• Hard to get to know

• Distant

• Afraid to open up

• Not detail oriented

• “In the clouds”• Intellectual snob

• Critical and fault finding

• Egocentric

• Don’t consider people in their plans

How Others May See Greens

20



2/10/2020 59

Blue

• Relate what you’re saying to feelings• Avoid open criticism

• Put peoples’ needs ahead of procedures• Be honest and genuine

• Allow input and questions

• Keep your promises

Green

• Use clear and precise language

• Use logic and data to support your ideas

• Get right to the point

• Keep the conversation focused and relevant

• Ask interpretive and mediational questions

• Evoke possibilities

Orange

• Cut to the heart of the issue

• Straight talk

• Be bold; say what’s on your mind

• Focus on action

• Talk about results

• Keep the conversation lively

Gold

• Give straightforward direction

• Refer to the past and tradition

• Don’t get sidetracked• Keep conversation in order

• Follow an agenda

• Talk about responsibilities

True Colors Conversations



2/10/2020 60

Blue

• How much do I care about what I gain or lose in

each alternative?

• What values are involved?

• How will people feel about the outcome?

• Who is committed to the solution?

Green

• What are the pros and cons?

• What are the possibilities and obstacles?

• What are the potential consequences?

• What are the consequences of not acting?

Orange

• What are the possibilities?

• How can we think outside the box?

• What other ways are there to solve this?

• What are implications beyond the facts?

Gold

• What are the facts?

• What is the exact situation?

• What’s been done in the past?• What is my role? Others’ roles?

True Colors Problem Solving



2/10/2020 61

Blue

• Opportunities for social contact

• Have clear expectations

• Opportunities to be creative

• Allow expression of feelings

• Give individual attention

• Give opportunities to please

Green

• Ask for their ideas

• Allow them to work independently

• Allow them to build and show competence

• Give them a leadership role

• Ask for explanations and additional insights

Orange

• Short-term, challenging assignments

• Let them show cleverness

• Hands-on, engaging activities

• Immediate needs and issues

Gold

• Let them direct the process

• Let them organize others

• Have stability, consistency and rules

• Clear expectations

• Consistent feedback

Get the Interest of True Colors

21



2/10/2020 62

Enhance True Colors’ EsteemBlue

• Reassure them of their self-worth

• Recognize their accomplishments and contributions

• Sincere praise and affirmations

• Accept who they are

• Provide a harmonious environment

Green

• Provide feedback on the quality of their work

• Offer tasks that are challenging and difficult but

achievable

• Focus on their competence

Orange

• Provide frequent change in tasks

• Challenge their imagination

• Have a sense of humor

Gold

• Provide consistency

• Give clear feedback

• Make their roles clear

• Concrete rewards for success



2/10/2020 63

1. Introduce yourself to your team by telling them the order of your

four True Colors.

2. What True Colors are represented in your group?

3. What surprises you?

4. What doesn’t surprise you?

5. How will you use what you know about True Colors amongst

yourselves? With others?

Team Conversation



2/10/2020 64


ATTENTION

TO

RESULTSMutual



CONFLICTWorkable

TRUST

22



2/10/2020 65

Conflict Continuum

Artificial

Harmony

Mean-Spirited

Personal Attacks

CONSTRUCTIVE DESTRUCTIVE

IDEAL CONFLICT POINT



2/10/2020 66

• Conflict is inevitable. Conflict on a team is good.

• “Good” conflict requires trust.

• Even on the best teams, conflict at times will be uncomfortable.

• Norms for conflict must be articulated and discussed.

• Keep conflict about ideas as much as possible, not about people.

Productive Response to Conflict



2/10/2020 67

Teams that Fear Conflict

• Have boring meetings

• Back-room politics and backstabbing are common

• Ignore controversies that are critical for team success

• Fail to tap opinions and perspectives of all members

• Waste time and energy on posturing and avoiding interpersonal risks

23



2/10/2020 68

Teams Engaging in Productive Conflict

• Have lively, interesting meetings

• Seek ideas of all team members

• Solve real problems quickly

• Minimize politics

• Put critical topics on the table



2/10/2020 69

Build Productive Response to Conflict

• Establish workable trust

• “Mine” conflicts using coaching questions

• Give real-time permission

• Refer to results of style/personality inventories

• Conflict resolution inventories and trainings

• Leaders model appropriate conflict behaviors



2/10/2020 70

What single norm for

addressing conflict within

a team is most

important to you?

24



2/10/2020 71


ATTENTION

TO

RESULTSMutual



CONFLICTWorkable

TRUST

Buy-in

Clarity



2/10/2020 73

Teams That Lack Commitment

• Are ambiguous about direction and priorities

• Miss windows of opportunity due to excessive analysis

• Lack confidence and fear failure

• Repeatedly revisit discussions and decisions

• Encourage and engage in second-guessing

25



2/10/2020 74

Teams With Shared Commitment

• Are clear on direction and priority

• Align around common objectives

• Learn from mistakes

• Seize opportunities before others do

• Move forward without hesitation

• Change direction without guilt



2/10/2020 75

Build Shared Commitment

• Build trust

• Engage in productive conflict

• Get buy-in and clarity

• Cascade messaging

• Write it down

• Set deadlines for decisions

• Start with low-risk decisions



2/10/2020 76


ATTENTION

TO

RESULTSMutual



CONFLICTWorkable

TRUST

26



2/10/2020 77

Mutual Accountability

• Accountability on a strong team occurs among peers

• Peer pressure

• For a culture of accountability to thrive, leaders must be

willing to confront difficult issues

• Use a team scoreboard or process check to hold one another

accountable during meetings



2/10/2020 78

Teams That Avoid Accountability

• Resent others who don’t meet performance standards

• Encourage mediocrity

• Miss deadlines

• Burden the leader with accountability and discipline



2/10/2020 79

Teams That Accept Accountability

• Pressure poor performers to improve

• Question one another’s approaches

• Hold one another to high standards

• Don’t need bureaucracy to manage performance

27



2/10/2020 80

• Build trust

• Engage in productive conflict

• Gain commitment

• Clarify and publicize goals and standards

• Conduct regular progress reviews

• Celebrate and reward team achievement

Promote Mutual Accountability



2/10/2020 81


ATTENTION

TO

RESULTSMutual



CONFLICTWorkable

TRUST



2/10/2020 82

Attention to Results

• The true measure of a great team is that it achieves the results it set

out to accomplish

• Team members must prioritize the results of the team over their own

individual or department results

• To stay focused, teams must publicly clarify their desired results and

keep them visible

• Create and use a Team Scoreboard – your team’s goals and objectives

28



2/10/2020 83

“Reflection, it turns out, is key to growth... This universal truth holds: Any group too busy to

reflect about its work is too busy to improve.

Effective teams are conscious about what

makes them effective. They possess knowledge

about being a productive group.”

(Robert Hargrove, 2012)



2/10/2020 84

Team Assessment

1. Individually, complete the Team Assessment and

Scoring Guide

2. As a team, review the results of your individual

assessments, discuss discrepancies in your results,

and identify potential implications for your team

(Lencioni, 2002)



2/10/2020 85

What idea(s) about working

with teams resonates most?

What will you take back and

apply in your daily work?

29



2/10/2020 86

Quick Write

Describe a scenario that

you have that relates to

what we have

learned/discussed/reflected

on this morning…

Live Coaching

Demo



2/10/2020 88

Video

Lunch Break!

30



2/10/2020 89

Save the Last Word for Me

• Silently, identify the most significant idea in the chapter

• One member identifies his/her idea, without elaborating

• Each participant takes one minute to respond

• Original participant has two minutes to respond,

getting “The Last Word”• Repeat with each participant’s significant idea



2/10/2020 90

What “Big Idea” did your group find most

significant in

chapters 11-15?

Big Ideas



2/10/2020 91

Coaching Triad Practice

1. Hold three coaching sessions with one person observing,

one person coaching, and one person being the client,

10 minutes each

2. Focus on your questioning strategies, especially asking

“Powerful Questions”

3. Record questions using The Coaching Format Notes

31



2/10/2020 92

Team Work Time

Systems Coaching Review

and Strategic Plan



2/10/2020 93

Assignment for Session 6

• Read Transforming School Culture: Strategies for Overcoming Staff Division

• Hold 1-2 more coaching sessions

with your client

Stay connected, join the conversation

#LeadCoachSucceed

@WisconsinRtICenter

@WisRtICenter

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Leadership and Coaching for Systems Change Session 5

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