1. © Bath Consultancy Group 2011 Leadership Team Coaching Peter Hawkins Professor of Leadership Henley Business School. Emeritus Chairman Bath Consultancy Group Visiting Professor in Coaching at Oxford Brookes University

2. 2 Turn to the person next to you  Ask them what will make this evening a really valuable investment of their time?  What quality question do they want to ensure we all address this evening about high performing teams?

3. 3 The Key Strategy Question? At all levels. “What can you uniquely do that the world of tomorrow needs?”

4. 4 How Come?  The UK government spent more on Leadership Development between 1997-2010 than all previous governments put together.  Yet every department review reported that the senior leadership team were not as effective as they needed to be?

5. 5 The Challenges for today’s leadership teams.  Managing expectations of different stakeholders.  Both running the business and transforming it.  Being members of multiple teams  Working with systemic conflict  The world becoming more complex and interconnected  Working virtually  The major challenges lie not in the parts but in the interconnections

6. 6 Key trends in Coaching 1.Focus on return on investments: Ensuring individual and organisational benefit 2.Transformational coaching that delivers “shift in the room” rather than just insight and good intention 3.Internal coaching communities 4.Manager as coach 5.Creating a coaching culture 6.Expectation of all coaches having supervision 7.Growth in team coaching, particularly on “coaching the team at its edge” – how it engages with its key stakeholders

7. 7 Paradigm Shift in Coaching  Old Paradigm: –Seeing the individual or the team you face in front of you your client –Serving their personal or multi personal agendas –As a result sub-optimising the greater system  New Paradigm: –Seeing the coachee as our partner – standing shoulder to shoulder with them, facing our joint endeavour

8. 8 Beyond the Heroic Chief Executive….  Why the World needs high performing teams

9. 9 In what circumstances are the following true? a) 1 + 1+1 +1+1+1 = 6 b) 1 + 1+1 +1+1+1 = 2 c) 1 + 1+1 +1+1+1 = 12 We understand ‘1’ but do we understand ‘+’ ?

10. 10 Teams  How many teams are you currently in?  How many of them function at more than the sum of their parts?  What is a team?  What is high performing team?  How do we develop high performing teams?

11. 11 Being a Team Player, not just an Individualist “A team is a small number of people with complimentary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.” (Katzenbach and Smith, HBR, March 1993) “…a High performing team:  effectively meets and communicates in a way that raises morale and alignment,  engages with all the teams key stakeholder groups in a way that grows performance  and provides constant learning and development for all its members and the collective team ” (Hawkins, 2011)

12. 12 The Team Performance Curve Pseudo team Potential team Real team High performing team Team Effectiveness Performance Impact Working group (Katzenbach and Smith, 1993)

13. 13 Supportive context Solid Structure Six Conditions for Senior Leadership Team Effectiveness Right People Real Team Compelling direction The Essentials The Enablers Team Coaching Team Leadership (Wageman et al, 2008)

14. 14 Ten Limiting Mindsets in Working with Team Coaching Limiting MindsetsAntidote 1.Team Coaching only needs to happen when the team first forms The best teams engage in life-long learning and development 2.Team Coaching only needs to happen when things are getting difficult If the first time you address relationship issues is in the divorce court you have left it too late! 3.The performance of the team is the sum total of the team members performance A team can perform at more than the sum of its parts or less than the sum of its parts. It is important to focus on the team added-value 4.Team Coaching is about relating better to each other Team Coaching is also about how the team relates to all its stakeholders and is aligned to the wider organisation’s mission 5.Team Coaching is about the team having better meetings Team performance happens when the team, or sub-parts of it, engage with the teams stakeholders. The team meeting by itself is the training ground, not the match

15. 15 Ten Limiting Mindsets in Working with Team Development Limiting MindsetsAntidote 6.Team Coaching only happens off-site in away-days Team Coaching can be assisted by off-site away-days but the core development happens in the heat of working together 7.Team Coaching is about the team trusting each other Absolute trust between human beings is an unrealisable goal, particularly in work teams. A more useful goal is the team trusting each other enough to disclose their mistrust 8.Conflict in teams is a bad thing Too much or too little conflict are unhelpful in a team. Great teams can creatively work through the conflicting needs in their wider system 9.“We are not a team unless we work at the same things together” A team is defined by having a shared enterprise that can not be done by the members working out of connection with each other 10.Team Coaching is an end in itself Team Coaching is only valuable when it is linked to improving the team’s business performance

16. 16 Aspects of Team Development  Team development is the any process carried out by a team, with or without assistance from outside, to develop its capability and capacity, to work well together, with its joint task.  Team Building is any process used to help a team in the early stages of team development.  Team Facilitation is when a specific person (or persons) is asked to facilitate the team either a) to resolve a particular conflict or difficulty, b) to review its ways of operating and relating, or c) to carry out a planning or strategy process.  Team Process Consultancy is a form of team facilitation where the team consultant, sits alongside the team carrying out its meetings or planning sessions and provides reflection and review on ‘how’ the team is going about its task. (Hawkins, 2010)

17. 17 Team Coaching  “direct interaction with a team intended to help members make coordinated and task appropriate use of their collective resources in accomplishing the team’s work” (Hackman and Wageman, 2005: 269)  “Helping the team improve performance, and the processes by which performance is achieved, through reflection and dialogue” (David Clutterbuck, 2007:77)  “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, 2006)

18. 18 The Extended Team Coaching Continuum Process Focus at events Task and Process Focus Task, Process, Stakeholder and Organisational Transformation Focus Task, Process And Stakeholder Focus Team Facilitation Performance Leadership team Coaching Transformation Leadership Team Coaching Systemic Team Coaching Task, Process, Stakeholder and Organisation and system Focus

19. 19 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 both improve 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)

20. 20 Three conditions necessary for effective team coaching  Shared Endeavour – that they can not achieve by working in parallel.  An aspiration – to collectively achieve a level of performance greater than at present.  An interest – in having help on the journey towards the aspiration to fulfil the shared endeavour.

21. 21 The Transformational Leadership Challenge 2 5.3 4 3.8 1 6.9 3 5.2 Transformational Change Operational Effectiveness Working togetherWorking apart Please score the executive team between 1 (low) -10 (high) in each quadrant

22. 22 Task Process Inside (within boundary) Outside (across boundary) 2. Clarifying1. Commissioning 3. Co-Creating 4. Connecting The Five “C”s model of Team Coaching 5. Core Learning

23. 23 Task Process Inside (within boundary) Outside (across boundary) Clarifying Primary purpose Goals Objectives Roles Commissioning Ensuring a clear commission for the Team and contracting on what it must deliver Co-Creating Interpersonal and Team Dynamics Team culture Connecting and engaging all the critical stakeholders The Five “C”s model of High Performing Teams Core Learning Reflecting, learning, integrating

24. 24 Environmental constraints Primary purpose Strategy (Long term goals) Tactics (Short term goals) Roles Processes Inter-group Group Inter-personal Personal Hierarchy of Conflict

25. 25 Initial clarity over desired outcomes from the team coaching and ways of working With whole team – outcomes, focus and ways of working Choose a way forward and rehearse first steps Review actions and get feedback Contract Inquiry Diagnosi s Contract Listen Explore Action Review To the issues, the team dynamic and the context Team Coaching: Process Model © Bath Consultancy Group With team members, whole team, stakeholders etc. Making sense of patterns where to focus The five disciplines and ways for the team to move forward

26. 26 Team Performance Appraisal GoalIndicator Current Rating 1 low - 5 high Required rating Clear commission 1.The team has a clear commission and mandate from the wider organisation and those it reports to. 34 (3-4)43 Commission collective performance 2.Achieving team goals is recognised and rewarded above achieving individual goals. 26 (2-4)38 Commission selection Clarity of Purpose Clarity of Goals 3.The team has been selected to have a good range of complementary skills 33 (2-5)47 4.All team members can articulate and own the overall purpose. 35 (3-4)41 5. The team is working towards agreed goals in an effective manner. 27 (2-3)42 Clarity of action Co-creating 6.The team commits to clear actions with accountability and follow through. 24 (1-3)41 7.Clear and shared ways of working25 (2-3)39 Co-creating 8.Team members are mutually accountable for collective goals 25 (1-4)44 9.The team maintains a high level of morale and commitment 30 (2-4)45

27. 27 Team Performance Appraisal GoalIndicator Current Rating 1 low - 5 high Required Rating Co-creating in meetings 10.Everybody is fully engaged and involved, the team makes good use of its diversity 28 (2-4)43 11. The outcomes are better than any individual could have arrived at by themselves 25 (2-3)43 Connecting with staff Connecting with Stakeholders 12.Team members leave the meetings feeling more focused, supported and energised 27 (2-4)41 13. The team members can engage staff at all levels as transformational leaders. 31 (2-4)43 14. The team relates well to all its key stakeholders and team members represent the whole team 25 (2-4)41 Connecting with the changing environment. 15.The team scans its stakeholder environment and constantly attends to changing needs and perceptions 23 (2-4)40 Core learning16.The team regularly and effectively attends to its own development 17.The team attends to developing each of its members. 18.All team members give good real-time feedback and provide support and challenge to each other. 23 (2-4) 25 (2-4) 23 (2-3) 39 40 41

28. 28 Task Process Inside (within boundary) Outside (across boundary) Clarifying 86 Commissioning 93 Co-Creating 80/80 Connecting 79 The Five Disciplines of High Performing Teams: Scores Core Learning 71

29. 29 Foundation Trust – 5 Key Teams – 6 Critical relationships Executive 1 Board 5 DIV 2 DIV 3 DIV 4 STAKEHOLDERS STAFF E E C A B D Patients FF

30. 30 Where to find out more

31. 31 Common Interrupts of Effective Team Performance Interrupts  Lack of clarity of collective focus  Accountability only top down – not across the team  Aiming for agreement rather than commitment  Doing to each other what others do to us  Believing effective team meetings = effective team  Agenda driven rather than outcome driven meetings  Either / or solution debates Leadership Challenge  Clarity of vision, engagement at emotional level, communication  Assumptions about leadership from the top / partner authority  Avoid content focus, addressing ‘conflict’  Awareness of dynamics / relationship with bigger system  Seeing the bigger picture, leading ‘team together’ and ‘team apart’  Keeping focus on the ‘end in mind’  Seeing the power of dilemmas / working with differences

32. 32 Common Interrupts of Effective Team Performance Interrupts Ignoring the smell of the dead elk Leadership Challenge Courage - confronting

33. 33 Key Stakeholder Groups Investors Community in which the organisation operates Customers Staff Suppliers Partners Natural Environment

34. 34 Stages of Team Development Forming Inclusion and belonging Storming Authority and power Norming Focus and ground rules Performing Collective objective & tasks Mourning End, celebrate & harvest the learning StagesCore Concerns

35. 35 Environmental constraints Primary purpose Strategy (Long term goals) Tactics (Short term goals) Roles Processes Inter-group Group Inter-personal Personal Hierarchy of Conflict