Questions to start our dialogue
1. What are going to be the 3-5 biggest challenges in your or your client’s organization in the next two years?
2. How many of those challenges lie in functions and how many require cross organizational working?
3. How many can be addressed by a single heroic individual leader?
4. In the light of that how does the collective leadership of the organization need to evolve and develop?
5. What do you need to learn today and what is your best quality question about systemic team leadership and systemic team coaching? ( please start typing those in)
©Renewal Associates 2015 3
The real challenges in organizations are not in the parts or the people – but in the connections
But we tend to consult to the partsand coach the individuals!
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Henley Corporate Learning Survey
Organizational challenges: next 3 years
35%
36%
38%
40%
42%
51%
51%
52%
57%
62%
71%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Major re-organisation
International competition
Accessing new ideas
Domestic competition
Technological advances
Achieving cultural change
Managing growth
Speed of change
Managing costs
Effectiveness of managementteams
Overall leadership capability
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Henley Corporate Learning Survey
2014 planned activities
4%
37%
39%
43%
47%
47%
53%
55%
83%
0% 20% 40% 60% 80% 100%
Other
Open executive education programmes
Interactive online learning
Externally accredited programmes
Individual online learning
Customised executive education
Peer to peer activities
Team coaching
Individual coaching
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Challenge 1The rate of environmental change
Organisational learning must equal or be greater than
the speed of environmental change
The Darwinian Law of Organizational Survival
L ≥ E.C.
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Challenge 2 Connecting three aspects of systemic change
Strategy
Leadership
Change
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Challenge 3. The Unholy TrinityDo more, at higher quality, more sustainably at less cost
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The challenges for today’s leadership teams
• The world becoming more Volatile, Unpredictable, Complex and Ambiguous
• Simultaneously running the business and transforming it
• Managing expectations of different stakeholders - Working with systemic conflict
• Being members of multiple teams• VIM teams – virtual, international,
multicultural• The major challenges lie not in the parts but
in the interconnections
©Renewal Associates 2015 11
The world needs more systemic team coaches are we ready for the challenge?
1. Clarify what are the different types of team coaching available so organisations have clearer choice.
2. Move from events to alongside relationship3. Individual coaching needs to include supervising executives
on how they coach their own teams4. Learning the range of coaching methods for all five team
disciplines5. Systemic Team Coaching needs different supervision6. Need to understand the difference between working with
the larger system in mind and working systemically?
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A High Performing Team
‘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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Process Focus at events
Task andProcess Focus
Task, Process, Stakeholder and
OrganizationalTransformation
Focus
Task, Process And Stakeholder
Focus
TeamFacilitation
TeamPerformance
Coaching
Leadership teamCoaching
TransformationLeadership Team
Coaching
Systemic Team Coaching
Task, Process, Stakeholder and
Organization And System
Focus
The extended team coaching continuum
©Renewal Associates 2015 15
Systemic team coaching
Systemic team coaching is a process by which a team coach works in partnership 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 and co-create value for all their stakeholders.(Hawkins, 2011 & 2014)
©Renewal Associates 2015 16
The five disciplines of High Performing Teams and boards
Task
Process
Inside
(Internally)
Outside
(Externally)
ClarifyingTeam CharterPrimary purposeGoalsObjectivesRoles
CommissioningEnsuring a clear commission for the team and contracting on what it must deliver. Selection.
Co-CreatingInterpersonalAnd Team DynamicsTeam culture
ConnectingAnd engaging all the critical stakeholders
Core LearningCo-ordinating
and Consolidating
Reflecting, LearningIntegrating
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Team coaching: process model
Initial exploration with team leader (and gatekeeper) on the team’s challenges and agreement on inquiry phase
With whole team – outcomes, focus, ways of working
Choose a way forward and rehearse first steps
Review actions and get feedback
Contract
InquiryDiagnosis/Discovery and Design
Contract
Listen
Explore
Action
Review
To the issues, the team dynamic and the context
Exploring the five discipline patterns, questionnaires/interviews
Emerging patterns and experiment
©Renewal Associates 2015 19
Team charter
Team Commission or Mandate:
Team Strategic Focus:
Strategic Narrative:
Key Stakeholders
Key Team objectives and goals
Team Key performance Indicators
Vision of what success will look, sound and feel like
Team MembersWorking
Agreements
Green CardBehaviours
Core Values Red Card Behaviours
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Most Team Coaching is done by the Team Leader – Individual coaches need to be able to supervise the leader’s team coaching
Team Manager
Team Leader
Team Orchestrator
Team Coach
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The journey from team manager to team coach
Seven modes of supervision
22
1. The client situation
1
4
6
7
Supervisory System
Coaching System
Supervisor
Coach
Client
2
5
3 2. The coach’s interventions3. The coaching relationship4. The coach
5. The supervisory relationship and parallel process
6. The supervisor7. The wider context
Ten modes of supervision – “The ten-eyed model”
23
1. The client situation
4
6
7
SupervisorySystem
Coaching System
Supervisor
Team Coach
Client Team
5
2. The coach’s interventions
3. The coaching relationship4. The coach
5. The supervisory relationship and parallel process
6. The supervisor7. The wider context
Team Stakeholders
2 3
1
-2Team Eco-System
-1
-3
-1. The team stakeholders
-2. How the team engages their stakeholders
-3. The relationship between the team and its stakeholders
Foundation Trust – 5 key teams – 6 critical relationships
25
Executive1
Board5
DIV2 DIV3 DIV4
STAFF
E E
C
A
B
D
Patients PatientsF F
Systemic Team Coach Master Practitioner Programme
• Intensive programme for experienced coaches and consultants who wish to become effective systemic team coaches
• STC Certificate forms the 3 day Foundation Module and has been run in ten different countries
• 4 modules 3 x 3 day & 1 x 2 day build depth, practice• Work with organisational client teams• Experiential, pragmatic and theoretical• Next intake: Spring 2016• 14 month duration(Academy of Executive Coaching: www.aoec.com)
26©Renewal Associates 2015
STC One Year Master Practitioner Diploma Programme
Module 4
DeepeningWork &
Closure with the Team
Module 2
TeamFacilitationCoaching Toolkit
FoundationModule
5 Disciplines Model
CommissionInquiry &Diagnosis
Orientation Day
Planning &Contracting
Coaching Work with organisational client teams
Developing skills and capabilities in team coaching on the programme
Module 3
Work with the WiderSystem‘Oshry’
Module 5
Harvesting The Learning:Peer & FacultyReview
27©Renewal Associates 2015
(Academy of Executive Coaching: www.aoec.com)
Thank you for listening
If you want to follow up with a conversation then – please contact me:
[email protected] through www.linkedin.com+44 (0)7802 887418
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