Team Coaching Digital Masterclass

1. Team Coaching Digital Masterclass
Visual Tour
Moore. Institute of Coaching. 2019

2. African
proverb

4. there is room for improvement
• 21% of 120 leadership teams
excelled at performance
• 24% excelled at developing the
team and individuals
No industry outperformed others.
https://hbr.org/product/senior-leadership-teams-what-it-takes-to-make-them-great/3366-HBK-ENG

5. there are
more than
130 team
models
Salas, E., Cooke, N. J., & Rosen, M. A. (2008). On teams, teamwork, and team performance: Discoveries and developments. Human Factors, 50(3).

6. selection of scientific
papers on team
coaching
From GROW to GROUP
Team coaching literature review
What experienced team coaches do
Drama techniques in team coaching

8. definitions
…the terms ‘team’ and ‘group’ are frequently
used interchangeably in the coaching literature.
‘Team coaching’ can be distinguished from
‘group coaching’ in that team coaching can be
understood as relating specifically to groups
where the individuals are working closely
together towards a defined and mutually
accountable goal (Bloisi, Cook, & Hunsaker,
2003).
In contrast, ‘group coaching’ is a broader
category that relates to any group of individuals,
including but not limited to teams, whether
participants are working together towards
specific goals or not.

9. why coach in groups?
• understanding, self-regulation of acceptable group behaviours;
• greater insight into the psychodynamic process of the group;
• improved likelihood of durable changes in behaviour;
• development of trust and support within the group;
• improved listening and communication;
• constructive conflict resolution;
• appreciation, alignment of individual goals, strengths and values;
• greater commitment and accountability;
• development of coaching skills;
• increased emotional intelligence;
• leadership development;
• improved systemic awareness of the organisation;
• prevention of organisational silo formation;
• knowledge transfer and management;
• improved group energy levels;
• creation of high performance teams; and
• better organisational results.

12. …this review covers the following team effectiveness factors in more
detail: communication (incorporating cohesion, interdependency
and feedback), collective intelligence, decision-making and
information sharing, team learning, team and interpersonal conflict,
shared leadership, and positive organisational behaviour.
…Wageman and collaborators identified the three essential
conditions for leading an effective team (1) a real team with clear
membership and boundaries, (2) a compelling direction or purpose to
guide the team’s work, and (3) the right people with the knowledge,
skill and experience to perform the team’s requisite work.
The three enabling conditions were (1) a solid team structure of less
than 10 members who have a clear set of norms and agreements to
guide how they get their work done, (2) a supportive organisational
context that provides the information, time and resources to do their
work, and (3) competent team coaching to help the team grow
individually and as a team, either provided internally from a team
member or provided by an external coach or consultant.
Team coaching
literature review
team
effectiveness
insights

13. …a few key guidelines that stand out as important best practices in
team coaching…
1. focus more on front-end team design and launch than trying to
refocus a team once it is underway (Hackman, 2012).
2. time interventions to coincide with the beginning (motivational
coaching), middle (consultative coaching), and end (educational
coaching) of a team cycle (Fisher, 2007; Hackman & Wageman,
2005).
3. hold a team launch but be careful not to overdesign the group or
provide excessively detailed guidance during the initial team
launch session so the group can have latitude to figure out the way
forward (Hackman, 2012).
4. peer coaching has one of the strongest correlations to team
effectiveness compared to any other team intervention (Hackman
& O’Connor, 2005). Suggest that teams invite team members to
take an informal coaching role to initiate, motivate, and
encourage their colleagues to bring forward their full contribution.
5. Team coaching, while focused on the team, can also include some
specific, individual coaching of the team’s leader.
Team coaching
literature
review
guidelines

14. • The authors concluded that research studies are
exploratory, at an early stage.
• Four academic team coaching studies indicate that team
coaching has a positive impact on a team’s performance
(outputs), and/or processes.
• Improved outputs included better written products, team
effectiveness, innovation, and safety.
• Additionally, processes that improved were effort, skills,
knowledge and learning.
Team coaching
literature
review
Four academic
studies

15. …group coaches need a strong understanding of group
dynamics or group-based dialogue processes, in
addition to the individual interpersonal and rapport-
building skills necessary for dyadic coaching.
…it may be that a judicious combination of individual
and group coaching is optimal, and this has been
recommended by many of the proponents of group
coaching (e.g.,Anderson, et al., 2008) as well as some
members of the broader organisational development
community (Schein, 1999).
…through developing systems thinking in their clients,
executive coaches and consultants may better foster
real change at the individual, group and organisational
level.
key insights

16. What do experienced team coaches do?
Current practice in Australia and New Zealand
International Journal of Evidence based Coaching and
Mentoring vol. 15, no. 1, February 2017

17. • One third of organisations use team coaching.
• Team coaching is 30 years behind individual
coaching in definitions, training, research.
• > 130 published team coaching models (2013)
• Most coaches transfer what they do in coaching
individuals, add a dash of facilitation or team
building, and wing it. (Clutterbuck, 2008)
• Some coaches start from a deep understanding
of team process and dynamics, and distinguish
between team coaching and facilitation
(Clutterbuck, 2008).
• This study summarizes interviews of 36 team
coaches.
What do
experienced
team coaches
do?
background

18. 1. Hackman & Wageman – developmental and non-relational. Design
intervention based on stage in developmental journey. Focus on
performance not relationships.
2. Clutterbuck - definition of team coaching:
a learning intervention designed to increase collective capability and
performance of a group or team, through application of the coaching
principles of assisted reflection, analysis and motivation for change.
3. Hawkins – five disciplines of high performing teams
i. A clear commission from those who bring it into being, including a clear
purpose and success criteria. (task/external focus).
ii. To develop its own mission, including purpose, goals, values and ways of
working (task/internal focus).
iii. To constantly attend to how it works together, constantly reviewing and
co-creating (process/internal focus).
iv. To engage with external stakeholders effectively (process/external focus).
v. To continually stand back and reflect on its own performance and process,
constantly learning both as a collective and as individuals.
3. Thornton – psychodynamic approach – coach manages relationships
and brings a system perspective
What do
experienced team
coaches do?
4 team coaching
models in literature

19. 1. Evidence from this study, combined with the literature, suggests a
development pathway for individual coaches:
• A basic understanding of dialogue, as described by Isaacs
(1999), Kantor (2012) and others.
• Think systemically, becoming familiar with the literature
around systems theory, complex adaptive systems and
complexity theory, and putting into practice that understanding
working with stakeholders.
• Develop group and team facilitation skills, particularly when
working with task.
• Develop educational skills, learning how to explain new ideas
and concepts clearly and effectively.
• Learning varied approaches to working with team and/or group
dynamics, developing the confidence and ability to work with
team relationships.
2. The team coach may be better off seeking to understand the client’s
needs and recommending an intervention accordingly, then
attempt to argue conceptual distinctions.
What do
experienced team
coaches do?
study insights

20. learn a basic understanding of dialogue
Isaacs (1999) Kantor (2012)

21. …feelings and defensive patterns that are (unconsciously)
present within clients, teams or organizations, can be
manifested in and felt by other individuals or
groups…(Hirschorn, 1988; Kets deVries, 2011).
According to Winnicott (1971), working with drama techniques
can bring about a certain joyfulness and fun, a feeling of
playing and cheerful pretending, similar to the way children
learn to deal with the world through their play; playing as a
safe and light-hearted method to help individuals and groups
take a deeper look at anxiety provoking situations without
becoming overwhelmed by the emotions connected to these
(Moreno, 1953).
Team leaders and members indicated that the playfulness of
the techniques made it safer and easier to look at their own
behaviour…Team coaches found these techniques helpful in
creating a safe holding space, encouraging teams with cold
feet to overcome their hesitation to discuss the more daunting
issues between them and to experiment with new behaviour.
Drama
Techniques in
Team Coaching
Marie-Claire Dassen
International
Journal of Evidence
Based Coaching and
Mentoring
vol. 13, no. 1, 2015

22. Drama
Techniques
in Team
Coaching

23. thought leaders in team coaching
Richard Hackman
RuthWageman
Peter Hawkins
David Clutterbuck
ChristineThornton
Patrick Lencioni
Alex Caillet & AmyYeager

24. Ruth Wageman
Richard Hackman

25. Dr. Ruth Wageman on teams
https://vimeo.com/39463182

27. Wageman & Hackman
https://www.teamdiagnosticsurvey.com/the-tds/

28. Dr. Peter Hawkins

29. Dr. Peter Hawkins
Professor of Leadership at Henley
Business School
Emeritus Chairman of Bath
ConsultancyGroup
Chairman of Renewal Associates
Leading Consultant, Coach,Writer
and Researcher
https://www.teamcoachingzone.com/dr-peterhawkins/

30. teach every team member how to coach
https://www.youtube.com/watch?v=Qtu77JZj6Ek
David Clutterbuck, PhD

34. 5 team
dysfunctions
Patrick
Lencioni
Lencioni tools: https://www.tablegroup.com/products-and-tools/list

35. Alex Caillet Amy Yeager

36. Caillet + Yeager
Team Operating Modes
TeamAdaptabilityAdvantage
Mobius Executive Leadership: www.mobiusleadership.com

37. Caillet+ Yeager
Team
Development
Practices
blend 2 or more of:
1. facilitation
2. training
3. building
4. consulting
5. coaching
Mobius Executive Leadership: www.mobiusleadership.com

38. books on team coaching

39. Team Coaching Digital Masterclass
Visual Tour
Moore. Institute of Coaching. 2019