Getting To Grips With Team Coaching

Getting to Grips with Team Coaching
Professor
GP-UK-CM
CIPD XXX v0.1David
Conference ©v1.0 Clutterbuck
Clutterbuck Associates
Sep 2011 -2011
Clutterbuck
© Clutterbuck Associates
Associates 2011 - Sheffield Hallam and Oxford Brookes Universities
Defining team coaching
“Helping the team improve performance,

and the processes, by which performance is achieved,
through reflection and dialogue”
Clutterbuck: (2009)
“Enabling a team to function at more than the sum

of its parts, by clarifying its mission and improving
its external and internal relationships” (systemic perspective)
Hawkins and Smith: (2006)
GP-UK-CM
CIPD XXX v0.1 ©v1.0
Conference Clutterbuck Associates
Sep 2011 2011
© Clutterbuck Associates 2011
Three ability/instinct combinations
• Intelligence and the instinct for curiosity and enquiry

• Speech and the instinct for passing on knowledge and skills
• Social skills and the instinct to collaborate to achieve
collective goals
GP-UK-CM
Sep 2011 2011
When do we need team coaching?
GP-UK-CM
Sep 2011 2011
The business case for team coaching
• To improve some specific aspects of performance

• To make things happen faster
• To make things happen differently
GP-UK-CM
Sep 2011 2011
When teams do and don’t work well
GP-UK-CM
Sep 2011 2011
Team Typology
Stable Tasks
Stable Cabin
teams crew
Stable New/Changing
Membership
Virtual team Membership
“Hit team”
Evolutionary
Development team
Alliance
New/Changing Tasks
GP-UK-CM
Sep 2011 2011
Focus Areas
Tasks
Relationships Team Learning
Processes
GP-UK-CM
Sep 2011 2011
Why the sports analogy
often doesn’t work
GP-UK-CM
Sep 2011 2011
Lencioni’s 5 dysfunctions of a team
Dysfunction Symptom
• Inattention to results • Status and ego

• Avoidance of accountability • Low standards
• Lack of commitment • Ambiguity
• Fear of conflict • Artificial harmony
• Absence of trust • Invulnerability
GP-UK-CM
Sep 2011 2011
What do we mean by team coaching?
GP-UK-CM
Sep 2011 2011
Coaching individuals vs coaching teams
• Confidentiality
• Relationship scope
• Reaching decisions/decision quality
GP-UK-CM
Sep 2011 2011
Team leading vs team coaching
GP-UK-CM
Sep 2011 2011
Team building vs team coaching
GP-UK-CM
Sep 2011 2011
Team coaching vs team facilitating
GP-UK-CM
Sep 2011 2011
How teams learn
GP-UK-CM
Sep 2011 2011
3 types of team coach
• Line manager as coach

• Internal team coach
• External team coach
GP-UK-CM
Sep 2011 2011
The line manager as coach
GP-UK-CM
Sep 2011 2011
Like a dance, effective coaching requires
the active, informed cooperation of at least
two people. Training a line manager as a coach
and expecting the team to pick it up as they
go is like a tango, where only one of the
partners knows the steps!
GP-UK-CM
Sep 2011 2011
Coaching Questions for Team Leaders
• What is the quality of your relationship with the team?

• Do you respect the team and do they respect you?
• Do you and the team share the same goals?
• How do you know?
• Does the team understand your needs for information, learning
and upward support?
• What does the team need you for?
• What’s the appropriate balance for this team in your managing
upward and downward?
• What issues do you and the team avoid discussing?
International Centre for

GP-UK-CM
Sep 2011 2011
© Clutterbuck Associates 2011 Business School Coaching and Leadership
Coaching questions for team leaders
• What decisions and actions do you most often procrastinate

about?
• What could you stop doing that would improve the team’s
performance?
• What could you do more of that would improve the team’s
performance?
• How much leadership does this team require?
• What style of leadership would be most appropriate?
• If you could choose your dream team, what would it be like?
• What could you do to turn your existing team into the dream
team? International Centre for
Coaching and Leadership
Development
GP-UK-CM
Sep 2011 2011
© Clutterbuck Associates 2011 Business School
Internal and external team coaches
GP-UK-CM
Sep 2011 2011
The environment for team coaching
GP-UK-CM
Sep 2011 2011
Psychological safety
A shared belief held by members of a team that the team is safe

for interpersonal risk taking.
Psychological safety associated strongly with both team learning

and coaching behaviours by the team leader.

GP-UK-CM
Sep 2011 2011
The coaching energy field
• Experience
• Capability
• Beliefs and values
• Integration
• Dialogue
GP-UK-CM
Sep 2011 2011
What prevents other people seeking
coaching from you?
GP-UK-CM
Sep 2011 2011
How can you challenge your own
boss to coach you?
GP-UK-CM
Sep 2011 2011
The process for team coaching
GP-UK-CM
Sep 2011 2011
The team coaching process
• Preparation
• Scoping
• Process skills development
• Coaching conversations
• Process review
• Process transfer
• Outcomes review
GP-UK-CM
Sep 2011 2011
© Clutterbuck Associates 2011 Business School
Timing the coaching intervention
Time Focus of Intervention
• Beginning • Motivational
• Mid-point • Consultative
• End • Educational
GP-UK-CM
Sep 2011 2011
Some key questions for the team coach
• What are team strengths and weaknesses?

• What is the balance between positive and negative conflict within the
team?
• Does the team understand its collective and individual strengths and
weaknesses?
• Does the team have a collective will to achieve?
• Is there strong alignment between the goals of the team and the goals
of the coachee?
• Is there strong alignment between the values of the team and the
values of the manager?
• What is the capacity of the team for open discussion?
GP-UK-CM
Sep 2011 2011
Bion’s group dysfunctions
• Fight/flight
• Dependency
• Pairing
GP-UK-CM
Sep 2011 2011
Taking a systemic perspective
GP-UK-CM
Sep 2011 2011
Ethics of team coaching
• Is it okay to coach both the team and some individuals within it?
If so, when?
• Individual vs collective welfare
• When should you advocate breaking up of a dysfunctional team
and when try to mend it?
• Should you listen when the team leader or sponsor warns you off
an issue that is blocking progress?
GP-UK-CM
Sep 2011 2011
The ultimate goal
The team that coaches itself
GP-UK-CM
Sep 2011 2011
Some Helpful Team Coaching Approaches
• Conflict resolution
• Analysing team functions
• Raising the EQ and IQ of the team
• Increasing the team’s creativity
• Time orientation
• The team development plan

GP-UK-CM
Sep 2011 2011
3 types of conflict
• Relationship
• Task
• Process
GP-UK-CM
Sep 2011 2011
Fault free conflict analysis
1. Reconfirm the positive

2. Fault free task analysis
– What I’m trying to achieve and why
– What I’m having difficulty doing
– What problems result for stakeholders
3. Fault free emotional analysis

– How I want to feel
– How I do feel
– What is making me feel this way
4. Generate solutions together
GP-UK-CM
Sep 2011 2011
The team development plan
GP-UK-CM
Sep 2011 2011
What can you now do to make team
coaching a part of your company culture?
GP-UK-CM
Sep 2011 2011

Getting To Grips With Team Coaching

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Getting to Grips with Team Coaching

“Helping the team improve performance,

“Enabling a team to function at more than the sum

• Intelligence and the instinct for curiosity and enquiry

• To improve some specific aspects of performance

Relationships Team Learning

• Inattention to results • Status and ego

• Line manager as coach

• What is the quality of your relationship with the team?

International Centre for

• What decisions and actions do you most often procrastinate

A shared belief held by members of a team that the team is safe

Psychological safety associated strongly with both team learning

International Centre for

Time Focus of Intervention

• What are team strengths and weaknesses?

The team that coaches itself

International Centre for

1. Reconfirm the positive

3. Fault free emotional analysis

4. Generate solutions together

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