Team Coaching in a Chaotic World - Australian Institute of Management - Keynote Presentation June 2013

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In an ever-changing world where we are all being asked to do more with less, the cracks are starting to show. Global studies of organisations highlight the unrelenting need for uplift in performance - yet many of those responsible for the uplift (managers and teams) indicate they don't have any more to give. Within this environment, the productivity and role of teams becomes critical to success. Experience tells us however that not only do many teams fail to reach their full potential; they can in fact unknowingly impede their own performance.

In this presentation, you will learn:

1. How focusing solely on improving performance can actually undermine its effectiveness.

2. Successfully coaching a team is actually like a marriage - it needs continued investment, honest dialogue and support to make it a success.

3. Practical tools and tips to coach your team or the teams you are responsible for to new levels by focusing on the drivers of exceptional performance.

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Team Coaching in a Chaotic World - Australian Institute of Management - Keynote Presentation June 2013

  1. 1. Team Coaching in a Chaotic World Phillip Ralph Melbourne 26th June 2013
  2. 2. What we’re going to cover... • How focusing solely on improving performance can actually undermine team effectiveness. • Team coaching needs continued investment, honest dialogue and support to make it a success.support to make it a success. • Practical tools and tips to coach your team (or the teams you are responsible for) to new levels by focussing on the drivers of exceptional performance.
  3. 3. What we’re not going to cover... • Ten easy steps to ‘team heaven’! • Magic bullet • Thousands of studies on teams that don’t help us• Thousands of studies on teams that don’t help us understand how to coach them • Mind boggling and confusing models
  4. 4. Agenda Complexity and Chaos in our World Discovery Processes3333 Teams in Context2222 1111 Discovery Processes3333 Team Coaching and Core Models/Principles Used4444 Wrap and Questions5555
  5. 5. Significant Upheaval Complexity Kills Profits – CEOs need to simplify their businesses, Collinson and Joy, The European Business Review, 2013. Source: Capitalising on Complexity: Insights from the Global Chief Executive Officer Study, IBM Global Business Services, 2010.
  6. 6. Our Context – Complexity and Chaos Source: Capitalising on Complexity: Insights from the Global Chief Executive Officer Study, IBM Global Business Services, 2010.
  7. 7. The Widening Gap CEOs view • 59% expect to grow their business • 67% expect increased cost pressures • They think only 29% of their staff operating at peak productivity • They need a 20% improvement in performance across the board to meet business objectives Source: CEB survey of 23,339 business objectives Employees view • 80% experienced increases in workload in the last 3 years and 56% worked more hours • "I cannot handle the stress of my job for much longer" 55% agreed
  8. 8. Complexity Kills Profits Complexity Kills Profits – CEOs need to simplify their businesses, Collinson and Joy, The European Business Review, 2013. Complexity Kills Profits – CEOs need to simplify their businesses, Collinson and Joy, The European Business Review, 2013.
  9. 9. Management Behaviour Creates Complexity Complexity Kills Profits – CEOs need to simplify their businesses, Collinson and Joy, The European Business Review, 2013.
  10. 10. The Myth of the ‘Hero CEO’
  11. 11. Model for High Performance in the New Work Environment CEB, CLC Human Resources High Performance Survey, 2010.
  12. 12. Enterprise Contribution CEB, CLC Human Resources High Performance Survey, 2010.
  13. 13. The Magic of the ‘and’ Sustainable Excellence = Performance + Health Performance: what an enterprise delivers in financial and operational terms (vision, strategic objectives, initiatives, execution, continuous improvement). Health: an organisation/team’s ability to align, execute, and renew itself (root cause mindsets that drive organisational health through a discovery process, reshape the workplace to develop healthy mindsets, creating a change engine,reshape the workplace to develop healthy mindsets, creating a change engine, leadership). Focus on performance and health simultaneously = 2 x successful (than those that focused on health alone) and nearly 3 x as successful (as those that focused on performance alone). 2010 Study - Scott Keller and Colin Price, Beyond Performance, 2011.
  14. 14. Agenda Complexity and Chaos in our World 3333 Teams in Context 1111 2222 Discovery Processes3333 Team Coaching and Core Models/Principles Used4444 Wrap and Questions5555
  15. 15. Pease stand up if this is your (usual/normal)(usual/normal) experience of team?
  16. 16. Or is this more typical...?
  17. 17. The Myth of the Spontaneous and Self-Sustaining Team Assumption: Put a group of experienced executives/leaders together and they will make a great leadership team. Answer: False.
  18. 18. Teams in a Chaotic World “What we know about individuals, no matter how rich the details, will never give us the ability to predict how they will behave as a system. Once individuals link together they become something different. Relationships change us, reveal us, evoke more from us. Only when we join with others do our gifts become visible, even toOnly when we join with others do our gifts become visible, even to ourselves.” Margaret Wheatley and Myron Kellner-Rogers, A Simpler Way, Berrett-Koehler Publishers, Inc.; 1996, Margaret J. Wheatley & Myron Kellner-Rogers
  19. 19. Types of Team The Wisdom of Crowds, By: Katzenbach, Jon R., Smith, Douglas K..
  20. 20. Work Group Pseudo Team Potential Team Real Team High Performance Team • Collection of individuals • Could be a significant performance need or • There is a clear, significant performance • A small number of people (probably less • Group meets all the conditions of real What type of team do you need?What type of team do you need? individuals • No common performance goals • No real need to be a team • Share information to help individual members perform better • No common work products that call for collective skills and mutual accountability. • No common purpose or need for one performance need or opportunity • No focus on collective performance (nor do they want it) • No common purpose • No common performance goals • May call themselves a team (even though they’re not) • Concerned about togetherness, not performance. • Weakest structure in terms of contributing to organisations’ goals significant performance need • Members trying to improve their performance impact • Typically, however, they lack clarity about purpose, goals, or joint work-products • Often lack discipline to reach a common working approach • They don’t have mutual accountability people (probably less than 10) • Possess complementary skills • Members are equally committed to a common purpose, goals, and working approach • Hold themselves mutually accountable conditions of real teams • Members are also deeply committed, even beyond the team setting, to one another's personal growth and success • The high-performance team significantly outperforms not only all other teams but also all reasonable expectations, given its membership Adapted from: WHY TEAMS MATTER , By: Katzenbach, Jon R., Smith, Douglas K., McKinsey Quarterly, 00475394, 1992, Issue 3
  21. 21. Key Functions Adapted from: WHY TEAMS MATTER , By: Katzenbach, Jon R., Smith, Douglas K., McKinsey Quarterly, 00475394, 1992, Issue 3
  22. 22. Agenda Complexity and Chaos in our World Teams in Context2222 3333 1111 Discovery Processes Team Coaching and Core Models/Principles Used4444 Wrap and Questions5555 3333
  23. 23. Three Elements of HPT Source: Teamwork at the Top, Erika Herb, Keith Leslie, Colin Price, McK Q, 2001.
  24. 24. Current Vs Aspiration
  25. 25. Test/Re-Test (2011-2013)
  26. 26. Discovery Questions Q1. What is the purpose of the team? Q2. What are the strengths of the team? Q3. What are the development areas of the team? What’s holding the team back?team back? Q4. What are the ‘undiscussible’ issues in the team?
  27. 27. ‘Undiscussibles’
  28. 28. Discovery Questions Q5. Of the seven elements that you have now rated, which one or two do you think are most important for the team to focus on improving in the next 12 months? And Why? Q6. Thinking 12 months into the future – imagine that your team is now a high performing team. You are smashing targets; team members are energised; they are truly collaborating; and their contribution to the organization is significant: • What type of team would you see? • What would you hear? • How would it feel to be part of it? • What behaviors would you see people exhibiting? • What would other people in the business be saying about your team? • How would it feel to be leading a team like this? Q7. What is a small step/bold step you can take to move towards this ideal picture?
  29. 29. Thinking 12 months in to the future…
  30. 30. Agenda Complexity and Chaos in our World Teams in Context2222 3333 1111 Discovery Processes Team Coaching and Core Models/Principles Used Wrap and Questions5555 3333 4444
  31. 31. Accelerated Team Development Model© Leadership Focus Supportive Context Structure High Performance Team Coaching Supportive Context Structure Performance Team Source: Adapted from Senior Leadership Teams, What it Takes to Make Them Great. Wageman, R. Nunes, D.A., Burruss, J.A., Hackman, J.R. Harvard Business School Press, 2008.
  32. 32. Content and Process are Important
  33. 33. Team Coaching • Holding a mirror up to reflect collective behaviours that hinder or advance teamwork. • Making interventions about how a team interacts. • Enabling a discussion about team processes. • Enabling the team to develop a ‘template’ of interaction. • About the work they must achieve together. • Clarifying team boundaries.• Clarifying team boundaries. • Creating or clarifying behavioural norms. • Calling out team members when they violate a norm. • Teaching members how to listen for the key concerns being expressed. • Teaching members how to listen. * Source: Senior Leadership Teams, What it Takes to Make Them Great. Wageman, R. Nunes, D.A., Burruss, J.A., Hackman, J.R. Harvard Business School Press, 2008.
  34. 34. Real Dialogue Source: ON-Brand Partners.
  35. 35. Process Skills What How Asking good questions Open versus closed Testing hypothesis ‘Why’ before ‘how Influencing Focus on others Use connecting words Finding common ground Managing resistance The Faces of Resistance:Managing resistance The Faces of Resistance: • ‘Give me more detail’; Time; Impracticality • Silence • Confusion • Intellectualising Demonstrate mutual purpose and respect Avoid the ‘sucker’s choice’ (will I win or will you?) Make is safe
  36. 36. What How Observational Skills Adopting a ‘helicopter mindset’ (slow down – stop, look and listen) Framework: Observation – Interpretation – Intervention Content – Process – Relationship – Self Listening Listening beyond the words (understand another’s mental map) Listen my way to common ground People often switch off based on what they Process Skills People often switch off based on what they see – (they are looking for conviction, credibility and evidence of character) Summarising and clarifying Seek to understand, then be understood Make your communication simple/simplify issues Be the one to summarise and clarify
  37. 37. What How Being present and authentic Focus on being present and nowhere else Be yourself – with skill Be congruent – what you say and do are in alignment When you get stuck – AMPP it up Ask to get things rolling Mirror to confirm feelings Paraphrase to acknowledge the story Prime when you’re getting nowhere Process Skills Remember your ABCs Agree when you agree – don’t turn it in to an argument Build – if you agree with what has been said but you feel it is incomplete, then say so and build on the point. Compare – rather than right and wrong – agree that you see things differently. “I think I see things differently, let me describe how.”
  38. 38. Process Skills What How Move to action At the beginning you need safety, at the end closure. A great conversation can be ruined at the end because of violated expectations or failure to follow up. Move to action: who, what, when, and how. Keep, Stop, Start Helps get things moving. Avoids naming and blaming Provides structureProvides structure
  39. 39. Core Principles – Three Lens Traditional Future Personal Systemic Benign Conflictual Technical Adaptive
  40. 40. Core Principles – Technical Vs Adaptive Technical Adaptive Problem is clear Problem requires learning Solution is clear Solution requires learning Knowledge, skills resident in organisation May need to learn new skills and approaches Work often sits with authority Work sits with stakeholders Generally linear/cause and effect Non-linear, can be unpredictable We’ve done it before May be a new situation/scenarioWe’ve done it before May be a new situation/scenario Success is usually resolution or finite Success is often just about making progress – may never be solved No change in values, beliefs, loyalties or priorities necessary Values, beliefs, loyalties and priorities may need to shift
  41. 41. Effective/Ineffecive Behaviour Effective Behaviour in Groups Ineffective Behaviour TASK INTERACTION INDIVIDUAL Initiating Proposing goals or actions: defining problems; suggesting a procedure Information giving Offering facts; giving an opinion Clarifying Interpreting ideas or suggestions; defining terms; clarifying issues before the group; ensuring people’s comments are understood Harmonizing Attempting to reconcile disagreements; reducing tension; getting people to explore differences Gate keeping Helping to keep communication channels open; facilitating the participation of others; suggesting procedures that permit sharing ideas. Consensus testing Checking to see if a groups is nearing a Displaying aggression Deflating others’ status; attacking the group for its values; joking in a barbed or semi- concealed way Blocking Disagreeing and opposing beyond reason; resisting stubbornly the groups wish; pursuing a personal agenda Dominating Asserting authority to manipulate the group; valuing own contributions more than are understood Summarising Pulling together related ideas; restating suggestions; offering a decision or conclusion for the group to consider Reality testing Making a critical analysis of the idea; testing an idea against some data Checking to see if a groups is nearing a decision; sending up a trial balloon to test a possible conclusion Encouraging Being friendly, warm and responsive to others; indication by facial expression or remark the acceptance of others’ contributions Compromising Offering an alternative that yields status; admitting error; modifying in interest of group cohesion or progress Feedback Providing feedback in real time valuing own contributions more than others’; interruption contributions of others; controlling through flattery or other patronising behaviour Abandoning Displaying openly one’s lack of involvement; tuning out; seeking recognition in ways not relevant to the group’s task Avoidance Pursuing special interests not related to the task; staying off the subject to avoid commitment; preventing the group from facing up to controversy
  42. 42. Spinning Dancer
  43. 43. • Events and patterns around you • Different interpretations of the same event • Need to make observing as objective as possible • Get on the balcony • More challenging than observing • Make hypotheses • Make interpretations before jumping into action • To what degree are people interpreting this as a technical problem rather than adaptive • Those skilled at adaptive leadership can hold multiple interpretations at the same time Coaching Teams to ‘See’ Differently System • Get on the balcony • Behaviours? Who is speaking/not speaking? Relationships? History of the problem? What do people stand to lose? Patterns of behaviour? • Should reflect your hypothesis • Should be considered an experiment in service of a shared purpose or task • Practice interventions that are outside your own comfort zone • Take risks smartly • Engage above/below the neck • Connect to purpose
  44. 44. Limit of tolerance Productive Zone Disequilibrium Fight Flight Destructive behaviour Freeze Turning the Heat Up to Do ‘Real Work’ Productive Zone of Disequilibrium Disequilibrium Threshold of change Work Avoidance Time Source: Adapted from The Leader’s Change Handbook, Heifetz and Laurie, 1998. Comfort Zone No challenge Low innovation Complacency
  45. 45. Responses to Chaos and Change Planned Proactive/ Lead Real leadership Value Creation Energiser Partofthe Solution Needs to be done ‘yesterday’ Competing priorities Above the Line Below the Line ↑ Moral ↑ Engagement ↑ Energy ↑ Focus ↑ Results CHOICE Urgent Reactive/ Follow Counterfeit leadership Value Destruction Vampite’ Drainer ‘Energy Vampite’ Victim priorities Upsets Below the Line What keeps us stuck ‘below the line’? What is the impact? ↓ Moral ↓ Engagement ↓ Energy ↓ Focus ↓ Results CHOICE
  46. 46. Decision Making PROCESS OF DIVISION PROCESS OF CONSENSUS Need = power Need = achievement Individual strength tested Strength united through consensus Group divided Differences shared Commitment assured • Concern for others • Listening • Identifying and using resources • Testing consensus and disagreements • Discussing underlying assumptions and logic • Process orientation
  47. 47. Make it Sustainable
  48. 48. Building the Next Generation of Employees The 10 employee competencies that differentiate those best able to perform in the new work environment: 1. Prioritization 2. Teamwork 3. Organizational awareness 4. Problem solving 5. Self-awareness 6. Proactivity 7. Influence 8. Decision making 9. Learning agility 10. Technical expertise CEB, CLC Human Resources High Performance Survey top 10 out of 32 competencies driving employee performance (n = 23,339) in EXECUTIVE GUIDANCE FOR 2013, Breakthrough Performance in the New Work Environment: Identifying and Enabling the New High Performer, 2010.
  49. 49. Keys to Driving Performance in the Future Enterprise Contributor Connector Contributor EXECUTIVE GUIDANCE FOR 2013, Breakthrough Performance in the New Work Environment: Identifying and Enabling the New High Performer, 2010. Consumer
  50. 50. Final Thoughts Complexity and chaos kill profits Essentials and Enablers: Focus on the essentials of purpose, people, being a real team and having the right behaviours as well as the enablers of structure, leadership, supportive context and team coaching. Process: Focus on process within the context of the workProcess: Focus on process within the context of the work the team needs to do (bias towards health over performance). Dialogue: Quality of team conversations is everything. Team coaching is a continual investment. Benefits = Clarity + Energy + Synergy + Results.
  51. 51. Agenda Complexity and Chaos in our World Teams in Context2222 3333 1111 Discovery Processes Team Coaching and Core Models/Principles Used Wrap and Questions 3333 4444 5555
  52. 52. Contact Details The Leadership Sphere Phillip Ralph 454 Collins Street Melbourne Vic 3000Melbourne Vic 3000 Phone: 1300 100 857 Email: phillipr@theleadershipsphere.com.au www.theleadershipsphere.com.au

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