Team Coaching for Performance Enhancement & Culture Change

Full Span Team Coaching:

Collaborative Learning for Performance Enhancement and Culture Change

Jill Malleck, PCC

& Meg Salter, MBA

Certified Integral Master Coaches

Case Study: Leadership Team

Executive team leading a gov’t agency in a visible and stressful field

“We want to be a team that trusts each other enough to share joint ownership for the organization’s decisions and actions.”

Comments: 6 months later

• More collaborative language

• I am able to manage my reactions

• I don’t get caught in the middle anymore

• More ease and comfort

• Fuller discussions

• Everyone heard

• Best meeting ever

Key Messages: Take-away

1. Culture and performance change requires individuals AND groups to change.

2. A team is the best vehicle for change sustainability.

3. Metaphors powerfully enact behavioural change.

4. Practices make perfect.

Describing Culture

Artifacts

Espoused Beliefs and Values

Underlying Assumptions

Teams are the place of sustainable change in our complex workplaces

If one attempts to change an attitude or behaviour of an individual, without attempting to change the same attitude or behaviour in the group to which they belong, then the individual will be a deviate and will either come under pressure from the group to get back into line or will be rejected entirely. Thus, the major leverage point for change is at the group level; for example, by modifying a group norm or standards.”

Warner Burke, Organization Developm

What does it take to change performance or culture?

Individual Mindsets •Self expectations; sense of what I am here to do •Assumptions, values, norms •Beliefs •Standards

Tangible outputs of group •Working Conditions • Procedures and processes •Results that reinforce value of change •Leaders and others actions, behaviours

Shared Mindset within group •Norms, conventions (covert and overt) •Professional roles • How power is expressed • Relationships and boundaries

Integration outside

of group

•Mutual understanding (common language) •Boundary permeability (tight/loose, attending, interacting, exchanging) •Distribution of Rewards, Power, Status •Relational dynamics (civility)

Integral Theory: Concurrent Multiple Perspectives

Based on Integral Theory as originally articulated by Ken Wilber

4 quadrants

“I” “He, She”

“We” “It”

Full Span Team Coaching applies the 4 Quadrants

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Collective interiors

Collective Behaviour

Social Context

Team Dynamics & Culture

AWARENESS Is there meaning and purpose for each?

ACTIONS Does work get done that meets criteria?

COLLECTIVE Are the interactions healthy ?

CONTEXT Is the impact on stakeholders positive?

What is Full Span Team Coaching?

A team personally identifies with the transformation they wish for themselves and their organization…

and then through shared practices and debriefs…

Learn new skills and competencies both as individuals and as a group to enact the desired change.

Four Main Elements to Full Span Team Coaching Program

1. A Topic and Goals

2. Metaphors

– CURRENT WAY OF FUNCTIONING (CWOF)

– NEW WAY OF FUNCTIONING (NWOF)

3. Practices: Collectively assigned, independently done

4. Regular Coaching Meetings

Metaphors are like mind pictures – “It’s like this”

• make our experiences coherent

• allow everyone to “colour in the lines” of the picture

• safely examine negatives

• can become self-fulfilling prophecies

Metaphors from Case Study

• Current Way of Functioning “The Polite Security Detachment Team

• New Way of Functioning “the Winning Yacht Racing Crew”

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Sound evidence base drawn from human development on how people grow and change, as applied to all 4 quadrants

Grounded in the here and now; looks realistically at today while focused on a better tomorrow

Coaching stance is to “look AS” to get a feel for the team, moving beyond “look AT” diagnosing what is broken

The change happens in the workplace; requires each member of the team to commit to change and to try new behaviours over a period of time

Distinguishes between awareness of what to do (cognitive) and ability to actually do (embodiment) through practices

Acknowledges that new skills and competencies feel unnatural until they are embodied; draws on patience for the sustainable long view of the learning journey

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How is team coaching distinct from team building?

Full Span Team Coaching Process Map

Entry Coach learns about your

“world” and current challenges; sets success measures with Sponsor;

orients Team

Choice of Topic Leader and team decide on

where coaching can help; each person identifies their own

piece of team topic

Assessment Coach engages team in

dialogue to find about “what its really like around here.”

Coaching Program While honouring the Current State, team agrees to a better

Future State. Coach offers ways to move forward.

Group Competency Growing 3-6 months

Team observes Current State and then begins practices to develop toward Future State. Learning is both personal and

shared.

Tracking Progress

Team checks their application of new

competencies. Coach evaluates against success

measures.

Individual Coaching Topic is chosen based on relationship to team.

www.ephiphanyatwork.com

Contact Information

Jill Malleck

Epiphany at Work

[email protected] , www.epiphanyatwork.com

519-894-1198

Meg Salter

MegaSpace Consulting

[email protected] . www.megsalter.com

647-291-8149