A presentation on Real Time Team Coaching originally given by Barefoot Coaching Director, Kim Morgan at an Agile Coaching Exchange meet up.

1. REAL TIME TEAM COACHING
SELF AS INSTRUMENT OF CHANGE | KimMorgan
OWNER &DIRECTOR

2. “Any leader of transformation needs to learn the
psychology of individuals, the psychology of the
group, the psychology of society and the
psychology of change.”
W. Edwards Deming
…AND THE PSYCHOLOGY OF THEMSELVES.

3. REAL TIME
TEAM COACHING
What it is
What it isn’t
Why is it important?

4. Group Dynamics - the
composite affect on
feelings and behaviour
of the unconscious
processes of the group.
“The whole is greater
than the sum of its
parts.”

5. Two key practices for
Real Time Team Coaching:
Behavioural
Analysis
Process Consulting

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2
3
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5
6
7
Initiating Reacting Clarifying Control
Behavioural Analysis
Series 2 Series 3

7. Communication
Decision-making
Decision-making Conflict
Communication Leadership
Problem solving Norms
Group Climate
Process Consulting

8. “I notice that most of the
discussion is confined to
these six people … what’s
going on with you others?”
“I think you need to check
your decision-making
process.”
“I’m not sure from what I
hear that everyone has the
same understanding of the
objective. Would someone
state his/her understanding
and see if others agree?”
“Has anyone else noticed
that 2 people have not said
anything so far?”

9. • Underpinning assumptions
• Behaviour as a function of person in their environment
• Social loafing
• Roles, “Black Sheep” syndrome or scapegoating
• In crowd/out crowd
• Group Think
• Homeostasis
• Idealization of “leader”
• Unconscious communication
AWARENESS OF:

10. Use of self
is central to
our work

11. Three adjectives that would most describe me are:
Three key assumptions I generally make about other people are:
Behaviours of others that are likely to evoke in me positive feelings
toward them are:
Behaviours of others that are likely to evoke in me negative feelings
towards them are:
When another’s belief about something very important to me are
different than mine, I am likely to:

12. EMOTION DISCOMFORT TRANSFORMATION

13. “We remember life’s
important moments
especially well. Emotional
experiences, whether good
or bad, leave strong traces
in the brain.”
Joseph E. LeDoux
Centre for Neural Science,
NYU

14. Mezirow | Situations which give rise to critical
self-reflection and transformational learning:
▪ A disorienting dilemma
▪ A state of puzzlement

15. Jarvis | Non-transformative situations:
“Non-learning is our response to everyday
experience. As long as experience conforms to
our mental models, no learning is required.”

16. Provide a presence that is lacking in the system
Develop congruence between your behaviour and what you teach others
Become an awareness expert
Help the client focus on their problems not on solutions you favour
Role model basic behavioural skills (communication, conflict, decisions)
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Coach as an Instrument of Change:

17. 17
Burke | Coach as an Instrument of Change:
Ability to tolerate ambiguity
Ability to discover and mobilize human energy
A sense of mission
Ability to recognize own feelings and intuitions quickly
Ability to create learning opportunities

18. CAN YOU HANDLE EMOTION?
ARE YOU READY FOR DISCOMFORT?

19. “The primary instrument
in coaching is the
coach/practitioner.”
Burke

20. WHO YOU ARE IS HOW YOU COACH

21. PERFECTIONISM
PEOPLEPLEASING
OSTRICH
SYNDROME
GOINGTOEXCESS
IMPOSTOR SYNDROME
COPING WITH LOSS
SEARCHING FOR FULFILMENT
DRIVEN BY FEAR
FIERCE INDEPENDENCE
CYNICISM
PERFORMANCE ANXIETY
PROCRASTINATION
What derails you from peak
performance?

22. Kim Morgan
Director of Barefoot Coaching Ltd
@BarefootCoaches
www.barefootcoaching.co.uk Available now on Amazon