W2: Team Coaching: creating cultural change. Shaun Lincoln and Chris Bean

Transcription

1 W2: Team Coaching: creating cultural change Facilitated by: Shaun Lincoln and Chris Bean

2 Team Coaching Team Coaching Tools to use with teams to build a culture of mutual understanding, collaboration, and performance, whilst also developing and supporting them. November 6 th pm Shaun Lincoln (Shaun Lincoln Group) and Chris Bean (ACAS)

3 Big picture of the workshop: we were asked to cover Starting at the Top: embedding team coaching in your leadership team and cascading it down for sustainable culture change Using the team coaching approach to create and embed culture change in your business Aligning team coaching initiatives with other change levers to ensure a coordinated approach 2

4 Intended takeaways from the next 3 hours Greater clarity on what team coaching is and is not and how it might be useful for you and your business An understanding of how team coaching works through having practiced using some team coaching tools and approaches and having thought on how these could be used with your team/teams Some ideas and insights into how team coaching can be used to build a team culture of enhanced understanding, collaboration, and performance, and how this can be linked to wider culture change. 3

5 How we aim to do this Clarify what team coaching is and how it differs from group coaching, team facilitation and team building Share with you some practical team coaching tools that teams we have worked with have told us work Place these tools into two wider approaches Solution Focused team coaching and systemic team coaching that increase the likelihood of the positive internal culture changes in the team caused by team coaching have a wider cultural ripple effect Get you to practically apply a Solution Focused team coaching approach and tool (OSKAR) to a team you belong to or lead Share where this has worked (ACAS) 4

6 Road map for the rest of the session 4) Where it has worked in ACAS and in other senior leadership teams Where Insights discovery has improved internal team functioning & culture (D3) When you might use it WHERE & WHEN WHAT TEAM COACHING LEADING CULTURE CHANGE 1) What team coaching is 5D systemic team coaching approach/framework and leverage to wider culture change and other change initiatives WHY 3) After coffee, experience how team coaching works in pairs using OSKAR (one way only) SF principles & cultural ripple effect HOW 2) Why use team coaching Why use Solution Focused team coaching approach What aspect of your team could be better 5

7 Ground Rules for the next 3 hours CONFIDENTIALITY Open & honest discussion & feedback the more you put in the more you will get out of today Keeping to time (packed workshop!) Mobiles on silence Real play not role play Share best practice give your ideas and experiences, so that the people you are working with can benefit Get around continue to build your network 6

8 Introduction to Team Coaching When have you been in an effective team and how could this be applied to a current team you are in? (Team Coach Tool 1: Standout Moments) 7

9 Team Standout Moments choosing your partner Stand up and find someone on your table or potentially another table that you are happy to work with. Often the best team insights come from people new to the team, so ideally choose someone who knows you least. You will be will be working with this person for the rest of the afternoon so choose wisely!

10 Team Standout Moments Stage 1 Stage 1. In pairs, decide who is A and B. A. Think of a team, current or previous, that you perceive as: very effective, high performing and helped to bring out the best in you. What was it about that team that stands out for you? How would you characterise that team? What did you enjoy or find stimulating about being part of it? How did you contribute to this? What did the team leader do/not do? What else? (spend 4 mins describing it) B. Get as much detail as possible! Observable, positive, concrete details. Listen carefully to and note what your partner says you ll need that in a moment. What was it about the team that made it stand out for you? What do you remember about the team culture? What might others have noticed & appreciated about the team? What else? What else?

11 Team Standout Moments Stage 2 Stage 2 - Identifying Resources B. Based on what your partner has just said... Reflect for a moment on what you ve heard from your partner, and tell him/her: what impressed you about that team, as well as what you noticed seemed to make that team so effective, and the skills/qualities your partner brought to the team.. Then tell them and wait for them to say Thank You (2 mins each way).

12 Team Standout Moments Stage 3 Part 3 - Find small actions Based on the discussion you ve had so far. B ask A, What small action could you take, with a current team, [either one that you lead or are a member of] that would increase the likelihood of similar, team standout moments happening in the coming days or weeks? Make sure the action is small and specific, something they could text you once they have done it.

13 Debrief What was useful about your conversation? What did you like/notice? How could this be used, with teams, to: enhance awareness, increase team motivation or collaboration, and encourage better performance?

14 What is team coaching? 13

15 What team coaching is and is not Team coaching is 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,

16 What is Solution Focused Coaching Solution focused team coaching is an interactive and developmental process where the coach enables the team to find their own solutions, discover new opportunities, and implement actions. A Solution Focused team coach listens, ask questions, and enables the team to discover for themselves what is right for them and how and when to use better questions. Adapted from Rosinski, 2003 and Kay, 2012

17 What is 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 improve both 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

18 Team coaching continuum Differences between team building, team facilitation, group coaching and team coaching Team building Team facilita+on Group coaching Team leadership coaching Solu+on Focus team coaching Systemic team coaching Sustainable culture change starts here Adapted from Clutterbuck, 2007 and Hawkins, 2011

19 Why coach teams? 18

20 Why Coach Teams? When the team is managed by coaching, the job gets done well and the team develops at the same time. Clutterbuck, 2007

21 Why Coach Teams? 5 characteristics of poor performing dysfunctional team Inattention to results Avoidance of accountability Lack of commitment and clarity Fear of conflict false harmony Absence of trust, lack of collaboration, working in silos Lencioni, 2003

22 Why Coach Teams? 6 characteristics of high performing teams Excellent communication - Openness and honesty Reduced conflict - taking responsibility for their emotional wake - but prepared to disagree and challenge constructively in order to get to outstanding clear any challenge is always on the task not the person Authentic, visible and motivating leadership Reflection, self-awareness and team awareness of strengths and weaknesses and how to compensate and impact (good or bad) they have on others Fun, trust, genuine mutual respect, understanding and motivation fizz & buzz Proactive keen collaboration and clear on why

23 How to link team coaching to overall purpose of team and organisation, link to other change initiatives and increase the likelihood of sustainable culture change both in the team and more widely Peter Hawkin s 5D systemic team coaching framework (tool 2) 22

24 Team coaching tool 2 (Peter Hawkins 5 D framework) Internal D2 Clarifying Primary purpose Goals Objectives Roles/Responsibilities D3 Functioning Team dynamics Team culture Interpersonal Ways of working Task D1 Commissioning What the team is set up to deliver Link to wider strategy D5 Team coaching Reflecting and learning. Integrating and acting External D4 Connecting/engaging Engaging all critical stakeholders Interactions with other teams Leading wider culture change required Process

25 Possible 5D Team Coaching questions a team coach would use to explore each stage using this framework (tool 3, see handout) 24

26 Commissioning (D1) External task (with team leader before team coaching begins) 1) Who are your external/internal sponsors? 2) What mission have they given you as a team for this year? 3) How will they rate you as a team being successful? Based on Hawkins,

27 Clarifying (D2) Internal task (with team leader, then with whole team in first session) 1) What is your primary purpose this year? 2) What are the specific goals by which you will measure our success? 3) What are the key things you must get right to achieve these goals? 4) What might prevent you from achieving these goals and how might you avoid/ overcome any obstacles or pitfalls? 5) What will you be proud of as a team when you are successful? Based on Hawkins,

28 Functioning (D3) Internal process (initially with team leader, then whole team in first or second session Insights/team culture tools useful at this stage) 1) What will you need from each other to achieve this success? 2) How you will need to work together as a team? 3) What are the most likely ways you could run into difficulties as a team? How might you organize to avoid these pitfalls? 5) How do you want to support each other and utilize best the work styles and preferences in the team? 5) What are the current team dynamics and culture and how can they be improved? Based on Hawkins,

29 Connecting/Engaging (D4) External process (initially with team leader, then with whole team in second or third session) 1) How should you make decisions as a team? Who needs to be involved in deciding? Who needs to be consulted and who needs to be informed? 2) How do you want the team to work with other teams and more widely? 3) How do you want, as a team, to be seen by others? What will enable that? What will enable you to continue being a team, even outside of team meetings? Based on Hawkins,

30 Best use of Team Coaching sessions (D5) (team leader and then team) 1) How do you best want to use the team coaching sessions? 2) What will they be an opportunity to do that you do not normally do? 3) What do you want to use that has worked well in other coaching and team interventions? 4) What do you not want to use? 5) What key question has not been asked that needs asking? Based on Hawkins,

31 Choosing a topic for team coaching practice after coffee 30

32 Selecting a Team Topic for Team Coaching Practice Back into your pairs, first choose a work team that you lead or are currently part of and know well. Now chose topic. Given the 5D (Discipline) model, what specific aspect of your team performance is in need of attention either improving/ developing/or just could be even better? E.g... Clarity of purpose? Team culture? Interactions with other teams? Continuous learning/improvement? Other? Also decide who will be the coach, and who will be coached, as it will only be one way (5 mins) 31

33 Team Coaching using a Solution Focused approach and OSKAR 32

34 2 useful principles with teams Identify what works and do more of it High performing teams Identify what doesn t work, stop doing it and do something different Solution Focused approach - De Shazer and Berg, 1995 Dysfunctional teams 33

35 Core Solution Focused questions What s working that we do not need to change? Suppose we did more of that and the problem went away, what would be happening. Suppose we got there what would be the first small signs that we made progress? Kay, 2012

36 OSKAR a Solution Focused team coaching model (tool 4) 35

37 OSKAR Outcome In what way could the team improve, be different, or even better & what would it be like if this was achieved? Scaling On a scale of 1-10, where is it now? Know How What s got them to where they are? What s working already? What strengths or resources have they drawn upon? What else? Affirm & Action What impresses, or is appreciated about the team that s already working? What incremental next steps might move it, a bit further up the scale? Review What s different, changed, or better & how did they manage to do it? (Adapted from Paul Z. Jackson & Mark McKergow, 2004)

38 Team Coaching Practice Process ( 1 way only) Using the abbreviated OSKAR handout questions, coach your partner on her/his team coaching topic for the next 20 minutes Try to stick to the script i.e. use the questions on offer Work through as much of the solution focused process as you can, in the time allotted If you can get to the (A) of OSKAR tangible Actions for the team... that s great, but not essential Where you get to... is OK! 37

39 Team Coaching debrief How did you find using a solution focused approach (OSKAR) to a team coaching topic? What did you find useful? What aspects can/will you take away & use? 38

40 Coffee Break 39

41 Where and when this team Coaching has worked using a Solution Focused approach and Insights (ACAS) 40

42 Team coaching in ACAS (Chris Bean) Role of Solution focused team coaching and Insights in working on improving the functioning of teams and leading culture change and how it has worked in ACAS Powerful ways to change team culture and behaviours via team coaching and which lens of the 5D framework (mainly D2 and D3) have been used at ACAS with different teams 41

43 Acas team challenges Geographical spread Home workers Telephone based roles Peripatetic roles Changing work environment New managers

44 USE OF PETER HAWKINS 5D MODEL D2 Clarifying Primary purpose Goals Objectives Roles/Responsibilities D3 Functioning Team dynamics Team culture Interpersonal Ways of working

45 USE OF AND IMPACT OF INSIGHTS Allowed the team to explore in a safe environment their ways of working and identify gaps/strengths to build on. Used the context of forward planning to put some meat on the bones ie what's coming up - how do we as a team respond to this

46 USE OF AND IMPACT OF INSIGHTS We discovered that individually we all have strengths but together we can deal with any situation so long as we work together. I have modified my approach to others based on the day and I feel that I have had some good results and successes doing it. As a result of the day the management team now meet every month to discuss issues before the regular team meeting.

47 CULTURE SHIFT - STAFF ENGAGEMENT SCORES Acas response rate 2011 = 77%, an increase of 1% on 2010, 9% higher than CS overall for Engagement Index 65%. Acas improved their %positive scores in all three elements of engagement - Say, Stay, Strive SAY 7% increase in positive response to I would recommend Acas as a great place to work, 15% higher than CS wide % increase in positive response to I am proud when I tell others I am part of Acas, 24% higher than CS wide 201

48 CULTURE SHIFT - STAFF ENGAGEMENT SCORES STAY 2% increase in positive response to I feel a strong personal attachment to Acas, 14% higher than CS wide 2011 STRIVE 1% increase in positive response to Acas inspires me to do the best in my job, 12% higher than CS wide % increase in positive response to Acas motivates me to help it achieve its objectives, 11% higher than CS wide 2011.

49 CULTURE SHIFT - STAFF ENGAGEMENT SCORES By Theme % positive scores My Work 73% My Line Manager 69% Resources & Workload 79% Pay & Benefits 38% Learning & Development 51% Organisational objectives & purpose 91% My Team 78% Inclusion & Fair Treatment 77%

50 Gains and Takeaways What has been useful about today? What have you learnt about team coaching that you will take away and use? What else? 49

51 Close 50