Team Coaching Case Studies
On July 15, I presented a real case of a team coaching process for the Spanish-speaking Team Coaching Network.
Posts
Developing Teams and Organisations to Respond to Change
This article was originally published in the newspaper “La Estrella” and is part of a biweekly column from the ICF Panama Chapter to disseminate what professional coaching is. It seeks to inform, create more awareness and differentiate professional coaching, in which the coach is governed by ethical principles and is continually improving his or her skills.
See the original article in this Link.
One of the challenges to achieving successful transformations in organisations and enhancing their development and sustainability is having leaders and teams prepared to respond to change.
Bushe & Lewis (2023) identified in their article published in the Leadership & Organisation Development Journal, three change strategies for organisational development. The three strategies defined by the authors are: (1) a data-driven strategy (data-based), (2) a high commitment strategy (high engagement) and (3) a generative strategy.
Each of these strategies corresponds to a vision of the organisation and its system, its processes, structures and relationships.
The authors consider that adopting one of the three strategies, mentioned above, in change situations is dependent on the type of challenges that the organisation faces and the level of commitment required from the different interested parties or stakeholders.
- A data-driven strategy is appropriate when there is a lack of understanding of the problem or challenge and the collection and Previous data analysis is important to clarify it, and the data is also important to convince others (teams and/or stakeholders) of the need for change. This is also an appropriate strategy when the company’s challenges, in addition to being complicated, are more linear, allowing data collection and analysis to establish causal or functional relationships.
- A high commitment strategy is appropriate when leaders have a clear vision of the desired future, but the commitment of collaborators and/or others stakeholders It is essential to ensure the success of the change process. With this option, central coordination in the selection of change strategies is important, for example, due to capital requirements, but participants in the process have the opportunity to influence the structuring of the exchange rate or its implementation.
- A generative strategy is appropriate when change is a complex and adaptive challenge, requiring greater interaction and communication, and when there is the possibility of trying different simultaneous approaches to achieve the objectives. In this strategy, the concept of purpose (defined as what the organisation tries to achieve each day), and which is different from the vision (understood as the desired future or the solution to a problem) is shared by all those involved in the change process, making everyone unite around the purpose. This strategy is appropriate when the change process will require a transformation in people’s behaviours and beliefs and, for this reason, also requires their active involvement in promoting change. This strategy, which involves greater commitment from all employees and other stakeholders, is appropriate when the leadership team requires faster transformations than in idealized and implemented top-down change processes.
The role of the leadership teams is different in each of the strategies, from a more directive role to a role that is more of a facilitator and promoter of learning through trial and error.
The leader in the generative strategy is a facilitator of resources, relationships and conversations and of learning processes. For this strategy to be effective, it is important to cultivate psychological safety, trust and empowerment in teams.
A team coaching process, with a team coach with experience and knowledge of organisational dynamics, can support leadership teams to discover a purpose that inspires and engages others in the change process, and that creates value for different stakeholders, to clarify processes, to create relationships and alliances that enhance commitment and change, and to create a learning culture in teams and organisations. External team coaches can positively impact team performance and contribute to the organisational transformation process.
Author: Fátima Ribeiro
The author has the PCC credential (ICF Professional Certified Coach) and is a Coach in professional development, leadership and team processes, and a member of the ICF Panama Board of Directors.
Advancing Women’s Leadership through Coaching
This article was originally published in the newspaper “La Estrella” and is part of a biweekly column from the ICF Panama Chapter to disseminate what Professional Coaching is. It seeks to inform, create more awareness and differentiate professional coaching, in which the Coach is governed by ethical principles and is continually improving his or her skills.
See the original article in this Link.
Advancing Women’s Leadership through Coaching
The 12 habits that hinder female leadership
Leadership culture, organisational practices and individual behaviours are three dimensions identified as important in international studies to achieve change in the development of female leadership internationally.
In this article we focus on the individual behaviours, mentality and behaviours that distinguish executives who have progressed to leadership positions in organisations.
Some of the most distinctive behaviours and beliefs of these professionals are the ability to advocate for themselves, the development of support and influence networks at different levels of the organisation, taking risks and developing new competencies, and a high degree of self-confidence.
In the book “How Women Rise”, Sally Helgesen and Marshall Goldsmith identify the following 12 habits or behaviours that hinder the development of women in organisations:
- Reluctance to claim achievements.
- Expect others to spontaneously notice and reward your contributions.
- Overvaluation of experience.
- Just build, rather than build and leverage relationships.
- Do not recruit allies (peers, mentors and sponsors) from day one.
- Put work before your career.
- The trap of perfection.
- The desire to please.
- Minimization (in words and body language).
- Too much (too much emotion, words, information).
- Rumination.
- Let your radar distract you.
These habits frequently appear together. For example, the habit 1. reluctance to claim achievements often appears accompanied by 2. expecting others to spontaneously notice or praise and reward their contributions, leading to women not developing and assuming the importance of advocating for themselves.
Other behaviours that can be found together are habits 3. overvaluing experience, 6. putting work before your career and 7. the perfection trap, which together can limit the professional’s ability to take risks, open up to strategic projects and develop the competencies and skills necessary to progress in leadership roles.
To still refer to the behaviours 4. only build instead of building and leveraging relationships and 5. not enrolling allies from day one, which when given inhibit the development of support and influence networks at different levels of the organisation.
The behaviours 9. minimization, 10. too much and 12. letting your radar distract you, with absorption of too much information and/or decreased focus, hinder the development of influence in the organisation and for professionals to be perceived as having an executive presence.
In the coaching process, the coach supports the executive to:
- Clarify your purpose and vision of the desired future.
- Recognise your personal power and authenticity, your competencies, experiences and knowledge, that is, what you bring to the table.
- Evaluate how you present and act in different situations, how you empathize and create rapport and relationships of trust, how you communicate with others, how you respond in crisis situations, what are the triggers that can arise and that must be taken care of.
- Map your people of interest and identify potential allies, mentors and sponsors.
- Define what value and impact you want to create, what new perspectives or emotional changes you can provide to enhance solutions in critical situations.
The coach accompanies the professional in her actions to:
- Develop a learning and growth strategy with clear purpose and objectives.
- Structure an active network of relationships and support.
- Simultaneously manage work, career, and personal and family life.
- Create greater impact and value in your communications and interactions.
- Develop self-confidence and assume your personal power.
A professional coach supports the client in their development process, stimulating reflection and creativity, acting as a mirror for the client, encouraging the discovery and implementation of new lines of action. Sometimes, he supports the client with experimentation or role-playing techniques that allow him to visualize different perspectives, actions, and experiment in a safe environment, in a continuous process of reflection, action and learning.
Author: Fatima Ribeiro
The author is a PCC Coach, Coach in professional development, leadership and teams processes, and member of the Board of Directors of ICF Panama.
Psychological safety and learning from mistakes
This article was originally published in the newspaper “La Estrella” and is part of a biweekly column from the ICF Panama Chapter to disseminate what Professional Coaching is. It seeks to inform, create more awareness and differentiate professional coaching, in which the Coach is governed by ethical principles and is continually improving his or her skills.
See the original article in this link.
The concept of Psychological Safety popularized by Amy C. Edmondson, a professor at Harvard University in her book Teaming, refers to the belief shared by members of a work team that, within the team, there is a safe environment to take risks and admit mistakes. Not to say that there should be no consequences for errors, but that errors can be admitted in an environment of psychological safety and at the same time comply with the organisation’s standards and controls. This is the way we can truly learn from our mistakes, find the root cause and creatively focus on solutions.
The responsibility for creating this feeling of psychological security in work teams falls mainly on the leaders of the organisations.
Through team coaching we can work with organisational leaders and their teams to raise awareness of the existing level of psychological safety and implement actions for its development. Team coaching can help facilitate spaces for conversation and feedback, develop trust in teams through observation and intervention methodologies that promote self-awareness, release of tension, critical self-assessment of performance, and recognition of worth, among others.
We can also support leaders to deploy their competencies as leaders who coach, through active listening and direct communication, a creative approach to visualizing options, developing solutions and integrating lessons learned.
In his 2011 article, Strategies to Learn from Failure, Dr. Edmondson, talks about creating an organisational culture where mistakes are seen as a source of learning, encouraging teams to detect, analyse and even experiment to learn from their mistakes. A leader at a technology company said: “We are in the discovery business, and the faster we fail, the faster we succeed.”
In this sense, in the aforementioned article, we talk about “The Spectrum of Reasons for Failure”:
Reasons with the greatest reason for Individual Responsibility:
- Deviation: An individual CHOOSES to violate a prescribed process or procedure.
- Inattention: An individual INADVERTENTLY deviates from existing specifications.
Reasons with some Individual Responsibility:
- Lack of Skill: An individual DOES NOT HAVE the skills, conditions or training to perform a task.
- Inadequate Process: A competent individual adheres to a prescribed process that is INADEQUATE.
- Challenging Task: An individual is faced with a task TOO DIFFICULT to be performed reliably every time.
Reasons with little or no Individual Responsibility:
- Process Complexity: A process composed of many elements suffers BREAKS when it finds new interactions with other elements.
- Uncertainty: Lack of clarity about future events causes people to take APPARENTLY REASONABLE actions that produce undesired results.
- Testing Hypotheses: An experiment to prove that an idea or design is successful fails.
- Exploratory Testing: An experiment conducted to expand knowledge and investigate a possibility leads to an undesired result.
It is important to emphasise that this is a spectrum and there is no clear and defined border between each of these reasons. The idea is not to find guilty people, but to explore the reasons for the failure. Having knowledge of this spectrum helps to more consciously explore the root cause, find appropriate solutions and implement them in an organisational development process.
The leader can apply coaching competencies in a conversation of exploration and creative reflection between leader and collaborator, using open questions that explore the personal or systematic causes of failure, in an environment of psychological safety in which the focus is on integrating learning, promoting the development of people and processes and finding solutions that create value and sustainable results for all Stakeholders. Team coaching can support organisations in creating a culture of learning and responsibility.
Authors:
Alberto Navarro, He is an Executive Coach and Team Coach, credentialed as a Professional Certified Coach (PCC) by ICF. Vice President of the Board of Directors of ICF Panama Chapter.
Fátima Ribeiro, He is a Coach in professional development, leadership and team processes, credentialed as an Associated Certified Coach (ACC) by ICF. Member of the Board of Directors of ICF Panama Chapter.
A Conversation about Team Coaching
In this discussion organized by the ICF Panama Chapter, in which I participated as a panelist, we spoke with the members of the chapter and guests about:
What is team coaching?
How is it different from 1 on 1 coaching?
What are the challenges of team coaching?
What are the skills that a team coach should have?
Coaching Culture in Organisations
The study carried out by the International Coaching Federation (ICF) and the Human Capital Institute (HCI) (2014) describes that: “with a better understanding of why the coaching is so important, in terms of developing the company’s workforce as a whole, ensuring competitive advantage through its people, the organisation can lay the foundation for a culture of coaching successful and lasting. As a result, the company can convey its commitment to the continuous development of its employees, helping to retain better talent and attract better candidates.”
The session plans to present the main stages of a coaching culture in organisations, provide data from my research in the scope of the study “Coaching, leadership and the development of soft skills in Panama”, supporting the company to identify what stage its organisation is in, what are the benefits of developing a coaching culture and what is expected at each stage and take away tools that can contribute to developing coaching in organisations.
In the structuring of the session, interactive dynamics are planned to identify the participants’ perceptions of their organisations, invite them to share their learning and what they could implement to develop a coaching culture in their organisations.
Join me on October 23 for the annual ICF Panama Chapter event, October 22-24. More information and registration at: https://www.icfpanama.org/evento-2020/page
A day with Marshall Goldsmith
On Friday, May 10, I traveled to San Diego, California, for a learning-filled Saturday with Marshall Goldsmith, author of several best sellers worldwide, considered the #1 Executive Coach in the world and among the top ten Business Thinkers in the last eight years.
The invitation to participate from a group of 22 excellent professionals from various countries came to me a few days before and I was filled with enthusiasm to have the opportunity to work directly with a person whom I deeply admire.
The programme, which included a workshop, skills training, and a reception at Marshall Goldsmith’s home, exceeded my expectations.
A co-creation of learning about the leadership of the future; he feedforward as a fundamental tool to implement behavioural changes, recognised by the people around us; best executive coaching practices and a special space dedicated to female leadership.
The atmosphere and energy were extraordinary, in harmony with learning and sharing experiences. A great generosity from Marshall Goldsmith, his team, his wife and all the participants.
The workshop was filmed and will be integrated into the documentary that is being produced about the work and legacy of Marshall Goldsmith, which will be available later in 2020.
Being a better person and a better professional is a constant learning process. In this growth process we can ask ourselves, daily or weekly:
Did I do my best in?
- Have clear objectives
- Work to achieve my goals
- be happy
- Finding meaning
- Build positive relationships
- Be fully committed
“Life is Good.”
a hug,
Fatima Ribeiro
See also my article on Future Leadership
Team coaching
Organisations seek to develop leaders who recognise the impact of globalization on business, who demonstrate the adaptability necessary to succeed in new environments, who develop technological skills in their teams, who appreciate and promote diversity, who focus on collaboration and building trust to develop a vision, a common strategy, and who forge alliances.
In this sense, companies also aspire to develop high-performance teams that communicate effectively, generating motivation and influence in the members of the organisation, that promote the development of the collaborators around them, jointly producing performances higher than those that would be obtained as a product of an individual contribution.
The main advantages of the methodology coaching de equipos de Marshall Goldsmith Stakeholder Center Coaching son:
- The simultaneous transformation of leaders and teams.
The team as a whole articulates an area of leadership growth and each team member defines their own area of leadership growth that relates, in turn, to the overall focus of the team. In this way, the team and each of the leaders develop simultaneously.
- Internal experience
Team members are positioned to provide expert advice and insight to each other as it relates to their business, their people, and the challenges of their team culture.
- Openness to continuous change
When team members collaborate as stakeholders in team coaching programmes, they create an open culture for leadership and team culture change.
- Coaching is a leadership skill
Coaching is a leadership skill and leaders in organisations must be experts in promoting the development of their teams and the growth of their collaborators. Team coaching is a great programme to instill coaching as a leadership skill in the organisation.
- Efficient resource
The Coach works with all team members who support each other in this team coaching process, providing the coaching programme with more efficiency in time and costs for the organisation.
In addition to the above, the Marshall Goldsmith Stakeholder Center Coaching methodology:
- It emphasises doing, action and behaviours: show how.
- It is directly linked to business objectives or strategic challenges.
- It favours a systematic approach with monitoring of commitments made over time.
- It values measurement as an integral part of the process, this being a measurable and quantified process.
I am at your disposal so you can learn more about the process of team coaching de Marshall Goldsmith Stakeholder Centered Coaching.
Write to my email fatima.ribeiro.coach@gmail.com or contact me through my website https://fatimaribeiro.coach/en/
Fatima Ribeiro
More information about Marshall Goldsmith Stakeholder Centered Coaching, visit the website: http://sccoaching.com/coaching-for-executives/