Team Coaching Presentation 7 6 08

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Learn about how team coaching can inspire teams to be more efficient, productive and sustainable!

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Team Coaching Presentation 7 6 08

  1. 1. Improving Team Effectiveness: How Team Coaching Can Positively Impact Your Organization Presented for: July 16, 2008 Kathryn Kemp Team Resource Coaching 510.599.1101 www.kathrynkemp.com 1
  2. 2. Team Success Story How a sales team improved revenue 87% 1Q08 over 1Q07 using Team Coaching 2
  3. 3. Why Team Coaching? Our economy demands that companies leverage resources with teamwork. Team Coaching provides guidance, training & support for making teams as effective as possible. Impact is multiplied when organizations use Team Coaching to maximize the skills & talents of their employees. Team Coaching provides team members with tools they can use immediately. 3
  4. 4. What Makes Team Coaching Unique? Team Coaching is a comprehensive process that creates high-performing, sustainable, and inspired teams. Team Coaching works with the team as a system as opposed to a collection of individuals. Team coaching is an on-going process as opposed to a team building event. 4
  5. 5. Team Coaches Work with the Team as a SYSTEM Executive Coach Team Member Team Team Member Member Team Coach The Team Team Team Member Member Team Member 5
  6. 6. What makes Coaching different from Consulting? The client relies on the expertise of the consultant. The consultant studies the client’s processes and presents a plan to enhance success. Team Coaches believe that the team has within it the means to excel. Team coaches provide expertise in team effectiveness, and rely on the team to design the plan that will best support its success. By intensely listening, asking effective questions, and offering sincere encouragement, the coach facilitates the process for the team to learn its own answers and then to take responsibility for acting on them. Coaching is the truest form of empowerment. 6
  7. 7. Six Success Factors for a Team Shared Purpose or Mission Clear Roles Shared Performance Goals & Measures Shared Commitment Shared Behavioral Norms Shared Team Practices The Wisdom of Teams: Creating the High-Performance 7 Organization by Katzenbach & Smith
  8. 8. Positivity and Productivity are the Keys to Sustainability Teams exist to produce results. Productivity must be present in order for a team to be sustainable. The culture of a team has the power to impact results in a generative or a negative way. Positivity must be present in order for a team to be sustainable. 8
  9. 9. Team Coaching Model Success Factors related to Positivity: Positivity •Shared Commitment •Shared Behavioral Norms •Shared Team Practices Productivity Success Factors related to Productivity: •Shared Purpose or Mission •Clear Roles •Shared Performance Goals & Measures 9
  10. 10. Team Coaching Model Positivity Productivity Low Positivity/Low Productivity • Atmosphere of Criticism, Blame & Cynicism • Overwhelm • No Fun • Fear of Job Loss and/or Company Failure • “Firefighting”, Short-term Orientation • Turf Protection • One Step Forward; Two Steps Back 10 • Poor Teamwork
  11. 11. Team Coaching Model Positivity High Positivity/Low Productivity • Collegial, Friendship Based • Lack of Effective Focus • Insufficient Sense of Urgency • Change Resistant — Don’t “Rock the Boat” • Incompetence Tolerated • Not Results Oriented • Sense of Connection and Fun Productivity Low Positivity/Low Productivity • Atmosphere of Criticism, Blame & Cynicism • Overwhelm • No Fun • Fear of Job Loss and/or Company Failure • “Firefighting”, Short-term Orientation • Turf Protection • One Step Forward; Two Steps Back 11 • Poor Teamwork
  12. 12. Team Coaching Model Positivity High Positivity/Low Productivity • Collegial, Friendship Based • Lack of Effective Focus • Insufficient Sense of Urgency • Change Resistant — Don’t “Rock the Boat” • Incompetence Tolerated • Not Results Oriented • Sense of Connection and Fun Productivity Low Positivity/Low Productivity Low Positivity /High Productivity • Atmosphere of Criticism, Blame & • Focus is efficiency Cynicism • “Just Do It!”, Bottom-Line • Overwhelm Orientation • No Fun • Retention Problems, High • Fear of Job Loss and/or Company Turnover, Burnout Failure • Guarded • “Firefighting”, Short-term Orientation • Clear Objectives • Turf Protection • Driven • One Step Forward; Two Steps Back • Competitive 12 • Poor Teamwork
  13. 13. Team Coaching Model The Team Coaching model and associated Coaching Methodologies described throughout this presentation were developed by Team Coaching International. Positivity High Positivity/High Productivity High Positivity/Low Productivity • Successful, Fun • Collegial, Friendship Based • Synchronicity, Flow • Lack of Effective Focus • Challenging Goals, Inspiring Vision • Insufficient Sense of Urgency • Change Proactive • Change Resistant — Don’t “Rock • Open Communication the Boat” • Great Teamwork — “ How do we • Incompetence Tolerated continue to improve?” • Not Results Oriented • Sense of Connection and Fun Productivity Low Positivity/Low Productivity Low Positivity /High Productivity • Atmosphere of Criticism, Blame & • Focus is efficiency Cynicism • “Just Do It!”, Bottom-Line • Overwhelm Orientation • No Fun • Retention Problems, High • Fear of Job Loss and/or Company Turnover, Burnout Failure • Guarded • “Firefighting”, Short-term Orientation • Clear Objectives • Turf Protection • Driven • One Step Forward; Two Steps Back • Competitive 13 • Poor Teamwork
  14. 14. Team Success Story How a sales team improved revenue 87% 1Q08 over 1Q07 using Team Coaching 14
  15. 15. Team Coaching is Strengths-Based The Team Coaching model defines 7 productivity factors and 7 positivity factors The seven team The seven team strengths that affect strengths that affect Productivity are: Positivity are: Goals and Strategies Optimism Alignment Trust Accountability Respect Resources Communication Decision Making Constructive Interaction Proactivity Camaraderie Team Leadership Values Diversity 15
  16. 16. Barriers to Effective Teaming Blame – attacking the person rather than the behavior Defensiveness – defending one’s position as opposed to finding the common interest between the parties Contempt – includes sarcasm, belittling, cynicism, hostile humor, name calling Stonewalling – includes cutting off communication, silent treatment, refusal to engage, withdrawal 16
  17. 17. Team Contract The Team Contract is about having the team take responsibility with one another to create a conscious and intentional culture in which the work will occur. 17
  18. 18. Teams Create Action Plans for Sustainable Results TEAM CHALLENGES ACTIONS/CHANGES ACTION OUTCOMES Identified during the facilitated What specific steps will the team take How will you know your actions made retreat to address team challenges? an impact? What will change? 1. 1. 1. 2. 2. 2. 3. 3. 3. 18
  19. 19. Team Success Story How a sales team improved revenue 87% 1Q08 over 1Q07 using Team Coaching 19
  20. 20. Typical Team Coaching Engagement Team Team TDA #2 TDA #1 Foundation Retreat Coaching Retreat #2 #1 •Establish the •Deploy online •Conduct team • Deploy Team Diagnostic • Create Team foundation for the Team Diagnostic coaching sessions Assessment #2 for Contract initiative: determine Assessment #1 via phone over 6 benchmarking strategic objectives, months • Debrief the critical initiatives, •Prepare the team • Team Retreat assessment results timeline retreat design and •Review agenda accountabilities, • Revisit and re-define • Determine areas create new action plan and on-going of focus and accountabilities coaching commitment 20 • Create the action •Review Team plan Coaching Skills
  21. 21. The Impact of Team Coaching is Measurable The objectives of team coaching are aligned with specific organizational objectives. The team can identify specific measurements for success in the Action Plan (e.g. complete a project on time and on budget). Intangible or perceived changes such as: improved teamwork and morale, accelerated effectiveness on the job, enhanced communication skills, or increased employee engagement. 21
  22. 22. What Kinds of Teams Could Benefit from Team Coaching? The organization is undertaking an important project or change initiative. The team is high-performing and is looking for its next innovative edge. The team is performing poorly or is in burnout. Team members engage in gossip, turf protection, bullying or other toxic behaviors that impact performance and/or client relations. A virtual team or cross-functional team wants to improve the way it functions. The organization wants to maximize the talents and skills of its team members to create sustainable results over time. 22
  23. 23. Contact Kathryn: Team Resource Coaching Kathryn Kemp 510.599.1101 www.kathrynkemp.com Kathryn Kemp, CPCC is an Executive and Team coach with 20 years experience in the real estate and hospitality industries. Her unique career path combines a strong understanding of financial analysis with a strong understanding of human behavior, and she knows how to bring out the best in people so that they are passionate about their work while contributing to the bottom line. Kathryn worked successfully with teams in both corporate and non-profit settings, and she is a Senior Faculty Member for Team Coaching International, training coaches in the use of the Team Diagnostic™ Assessment tool and 23 associated Coaching Methodologies.

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