team coaching

“When the team is managed by coaching, the job gets done well and the team develops at the same time” - Sir John Whitmore.

There are various styles of teams /groups within organisations.
• Manager led teams are driven by the manager deciding on goals and how the team is structured;
• self managed teams are where the manager manages the strategy but the team manages the tactics;
• self governing teams are often Boards, and take responsibility for the strategy and the implementation.

According to Clutterbuck there are five KSAs for a team (Knowledge, Skills and Ability).
• Three interpersonal KSAs: conflict resolution, collaborative problem solving and communication.
• Two self managed KSAs being: goal setting and performance management, and planning and task coordination.

Often in senior level team coaching we find that the individuals have their own coaches and there is also a team coach; the three interpersonal KSAs being looked after by the individual coaches often working together and the two self managed KSAs being looked after by the team coach/manager (often a sports team model).

Case Study 1

A self managed team:

A very successful large manufacturing company asked for team coaching with a cross functional team to enable them to work on their strategy and tactics for the future.

We started by using a personality questionnaire so that they could understand their own thinking styles and then relate this knowledge to each other. We coached them to co coach each other through the similarities and differences using the personality questionnaire as a structure. This brought out a request for some ‘training’ input on coaching models; we used GROW, Push-Pull and Skill-Will matrix and then they coached each other through live issues with the external coach acting as Supervisor and manager to keep them on track.

The coach facilitated and coached them through their tactical discussions to enable them to give constructive feedback to their main Board and enable the strategy to be implementable! The team are now working together, co coaching each other without the aid of the external coach and have brought significant coaching improvements to their own teams too.

Case Study 2

A self governing team:

A Private Equity house asked for help with their partnership team which was responsible for the strategy and implementation of the business but had no other person to whom they were responsible and to hold them to account!

Again, we started with a personality profile to show the differences and similarities within the team, in this case, it became incredibly clear that there were huge differences in thought processes and decision making styles.

The coach worked on the three interpersonal KSAs and she was often referred to by the partners as their ‘marriage guidance counsellor’!

She also dealt with the two self managed KSAs by coaching the partners in getting clarity around their own roles and working with them to gain trust in the relationship.

This is still work in progress but there is more openness in communication, with responsibility.
 

Sue Flower, Vistorm Ltd, said:

We needed to assess our senior managers in order to complete a succession plan and at the same time re-assess our grading for performance pay. This is the most delicate of processes at the best of times; but, Freya managed the whole process with authority and precision and we had no complaints at the end! Some managers even said they found the whole process so enlightening and helpful that, in order to develop themselves further, they requested additional coaching by her team.